Study Data · Part 4 · Indicator Deep-Dive Analysis

Total Respondents

Indicator ENG:Total_Respondents · By Phil Hatch · Akholi · October 9, 2026

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Indicator Specification Summary of Findings Distribution of Recorded Values Descriptive Statistics by Segment Tests of Difference Between Segments Association with Cancellation Rate Association with Customer Satisfaction Association with the Engagement Indicator Mean Association with Intent to Leave Comparison of Associations Across the Four Measures Clustering and Effective Sample Size Equivalence Tests of Null Results Robustness Checks Measure Independence and Part-Whole Correction Comparison with the Study Norm Interpretation of the Data Limitations Definitions Sources and Provenance

Indicator Specification

Table 1. Indicator specificationTable

Field	Value
Indicator code	None, an engagement field
Question as asked	Total Respondents
Failure category	Not one of the 100 rated indicators
Place in the survey	Not a survey item
Indicator class	Engagement attribute
Indicator type	Engagement attribute, typed number
Response scale	A number, as typed or recorded
Answering base	150 engagements
Non-answers	None, the value is recorded for every engagement

Summary of Findings

Table 2. Key results: association of the indicator with the four study measuresTable

Measure	Form	n	r	95% CI	p
Cancellation rate	Descriptive contrast	150 engagements	0.05	−0.11 to 0.21	0.514
Customer satisfaction	Clean estimate	94 engagements	−0.02	−0.22 to 0.18	0.849
Engagement indicator mean	Full	150 engagements	−0.05	−0.21 to 0.11	0.553
Intent to leave	Respondent level, clustered	798 respondents	0.04	−0.12 to 0.20	0.596

The Engagements sheet records, for each engagement, the number of its respondents. The total ran from 3 to 9, with a mean of 5.7 (95% CI 5.5 to 5.9) and a median of 6.0 (n = 150 engagements).

The total was not associated with any of the four study measures, and each association was equivalent to zero: cancellation (r = 0.05, 95% CI −0.11 to 0.21, p = 0.514, n = 150 engagements), customer satisfaction among active engagements (r = −0.02, 95% CI −0.22 to 0.18, p = 0.849, n = 94 engagements), the engagement indicator mean (r = −0.05, 95% CI −0.21 to 0.11, p = 0.553, n = 150 engagements) and intent to leave (r = 0.04, cluster bootstrap 95% CI −0.12 to 0.20, p = 0.596 with standard errors clustered by engagement, n = 798 respondents). After Holm correction, the total differed by class of work (Welch F 7.98, Holm p = 0.027), and every robustness check held.

Distribution of Recorded Values

Table 3. Distribution of recorded valuesTable

Value	Engagements	Share of engagements (base 150)	Cumulative share
3.0 to 3.6	2	1.33%	1.33%
3.6 to 4.2	21	14.00%	15.33%
4.2 to 4.8	0	0.00%	15.33%
4.8 to 5.4	50	33.33%	48.67%
5.4 to 6.0	0	0.00%	48.67%
6.0 to 6.6	42	28.00%	76.67%
6.6 to 7.2	25	16.67%	93.33%
7.2 to 7.8	0	0.00%	93.33%
7.8 to 8.4	7	4.67%	98.00%
8.4 to 9.0	3	2.00%	100.00%
Total	150	100.00%

Table 4. Recorded values, engagement level summaryTable

Engagement level summary	Engagements	Mean	SD	Min	Median	Max
Values as recorded	150	5.7	1.2	3.0	6.0	9.0

The total is a whole number recorded once for each engagement, and no distressed range applies. The table groups values in bands of 0.6, so the bands that hold no whole number are empty. The most common total, 5, held 50 of the 150 engagements (33.33%). Totals of 8 or more occurred on ten engagements, and the lowest total, 3, on two.

Descriptive Statistics by Segment

Table 5a. Descriptive statistics by segment, part 1 of 2Table

Segment	Base	Answered	Answer rate	Engagements	Mean	95% CI	SD
Study set	150	150	100.00% of 150	150	5.7	5.5 to 5.9	1.2
Outsourcing model
CXM	42	42	100.00% of 42	42	5.5	5.2 to 5.9	1.1
ITO	40	40	100.00% of 40	40	6.1	5.7 to 6.5	1.3
BPO	37	37	100.00% of 37	37	5.6	5.3 to 6.0	1.2
KPO	31	31	100.00% of 31	31	5.3	4.9 to 5.7	1.1
Institution type
Asset management	24	24	100.00% of 24	24	5.5	†	1.1
Wealth management and private banking	23	23	100.00% of 23	23	6.1	†	1.4
Investment banking (advisory and capital-markets origination)	19	19	100.00% of 19	19	5.5	†	1.0
Insurance (life, property and casualty, health)	14	14	100.00% of 14	14	5.6	†	0.9
Commercial and business banking	13	13	100.00% of 13	13	6.3	†	1.5
Payments and merchant acquiring (networks, acquiring, processing)	13	13	100.00% of 13	13	5.5	†	1.4
Credit card and payments issuing	12	12	100.00% of 12	12	6.1	†	1.2
Retail and consumer banking	12	12	100.00% of 12	12	6.1	†	0.7
Markets and trading (sales and trading, global markets)	11	11	100.00% of 11	11	5.2	†	0.9
Private equity and private capital	9	9	9 of 9	9	‡
Process family
Corporate and back-office functions	47	47	100.00% of 47	47	5.3	5.0 to 5.5	0.9
Technology engineering and operations	35	35	100.00% of 35	35	5.8	5.3 to 6.3	1.4
Client servicing and communications	16	16	100.00% of 16	16	5.9	†	0.7
Trade, settlement and reconciliation	15	15	100.00% of 15	15	5.3	†	1.0
Payments, cards and disputes	12	12	100.00% of 12	12	6.1	†	1.2
Credit, underwriting and suitability	9	9	9 of 9	9	‡
Regulatory, audit, tax and legal	9	9	9 of 9	9	‡
Financial crime and client onboarding	7	7	7 of 7	7	‡
Class of work
LOB Operational	76	76	100.00% of 76	76	5.9	5.7 to 6.2	1.1
Corporate Functional	74	74	100.00% of 74	74	5.4	5.1 to 5.7	1.2
Engagement status and lifecycle stage
Active, Build-Out	31	31	100.00% of 31	31	5.6	5.3 to 6.0	1.0
Active, Transition/Cut-Over	43	43	100.00% of 43	43	5.8	5.4 to 6.3	1.5
Active, Production	20	20	100.00% of 20	20	5.2	†	0.9
Canceled	56	56	100.00% of 56	56	5.8	5.4 to 6.1	1.2

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.

Table 5b. Descriptive statistics by segment, part 2 of 2Table

Segment	Min	Q1	Median	Q3	Max	Distressed n	Distressed %
Study set	3.0	5.0	6.0	6.0	9.0	Not applicable	Not applicable
Outsourcing model
CXM	3.0	5.0	5.0	6.0	8.0	Not applicable	Not applicable
ITO	4.0	5.0	6.0	7.0	9.0	Not applicable	Not applicable
BPO	3.0	5.0	6.0	6.0	8.0	Not applicable	Not applicable
KPO	4.0	4.5	5.0	6.0	8.0	Not applicable	Not applicable
Institution type
Asset management	4.0	5.0	5.0	6.0	9.0	Not applicable	Not applicable
Wealth management and private banking	4.0	5.0	6.0	7.0	9.0	Not applicable	Not applicable
Investment banking (advisory and capital-markets origination)	4.0	5.0	5.0	6.0	7.0	Not applicable	Not applicable
Insurance (life, property and casualty, health)	4.0	5.0	6.0	6.0	7.0	Not applicable	Not applicable
Commercial and business banking	4.0	5.0	6.0	7.0	9.0	Not applicable	Not applicable
Payments and merchant acquiring (networks, acquiring, processing)	3.0	5.0	5.0	6.0	8.0	Not applicable	Not applicable
Credit card and payments issuing	4.0	5.0	6.0	7.0	8.0	Not applicable	Not applicable
Retail and consumer banking	5.0	6.0	6.0	6.3	7.0	Not applicable	Not applicable
Markets and trading (sales and trading, global markets)	4.0	5.0	5.0	5.5	7.0	Not applicable	Not applicable
Private equity and private capital	‡ n = 9
Process family
Corporate and back-office functions	4.0	5.0	5.0	6.0	7.0	Not applicable	Not applicable
Technology engineering and operations	3.0	5.0	6.0	7.0	9.0	Not applicable	Not applicable
Client servicing and communications	5.0	5.0	6.0	6.0	7.0	Not applicable	Not applicable
Trade, settlement and reconciliation	3.0	5.0	5.0	6.0	7.0	Not applicable	Not applicable
Payments, cards and disputes	4.0	5.0	6.0	7.0	8.0	Not applicable	Not applicable
Credit, underwriting and suitability	‡ n = 9
Regulatory, audit, tax and legal	‡ n = 9
Financial crime and client onboarding	‡ n = 7
Class of work
LOB Operational	4.0	5.0	6.0	7.0	9.0	Not applicable	Not applicable
Corporate Functional	3.0	5.0	5.0	6.0	9.0	Not applicable	Not applicable
Engagement status and lifecycle stage
Active, Build-Out	4.0	5.0	6.0	6.0	8.0	Not applicable	Not applicable
Active, Transition/Cut-Over	3.0	5.0	5.0	7.0	9.0	Not applicable	Not applicable
Active, Production	4.0	4.0	5.0	6.0	7.0	Not applicable	Not applicable
Canceled	3.0	5.0	6.0	6.3	9.0	Not applicable	Not applicable

Note: ‡ Base under 10. No statistic is reported.

Every figure in the segment tables is at engagement level. Segments with fewer than 30 engagements carry no interval. Segments with fewer than 10 report counts only.

Tests of Difference Between Segments

Table 6a. Tests of difference between segments, part 1 of 2Table

Segment family	Welch F	df	p	Holm p	Omega squared	90% CI
Outsourcing model	2.58	3, 79.5	0.059	0.178	0.036	0.002 to 0.111
Institution type	1.71	8, 50.0	0.119	0.208	0.031	0.000 to 0.117
Process family	2.84	4, 39.8	0.037	0.147	0.044	0.000 to 0.133
Class of work	7.98	1, 147.2	0.005	0.027	0.045	0.009 to 0.118
Engagement status and lifecycle stage	2.14	3, 66.5	0.104	0.208	0.011	0.000 to 0.073

Table 6b. Tests of difference between segments, part 2 of 2Table

Segment family	Kruskal-Wallis H	p	Distressed chi-square	df	p	Cramer's V	Levels excluded
Outsourcing model	7.60	0.055	Not applicable	Not applicable	Not applicable	Not applicable	None
Institution type	11.96	0.153	Not applicable	Not applicable	Not applicable	Not applicable	Private equity and private capital, n = 9
Process family	9.87	0.043	Not applicable	Not applicable	Not applicable	Not applicable	Credit, underwriting and suitability, n = 9, Regulatory, audit, tax and legal, n = 9, Financial crime and client onboarding, n = 7
Class of work	7.41	0.007	Not applicable	Not applicable	Not applicable	Not applicable	None
Engagement status and lifecycle stage	4.17	0.244	Not applicable	Not applicable	Not applicable	Not applicable	None

Each segment family was tested on engagements. After Holm correction, the total differed by class of work (Welch F 7.98, Holm p = 0.027, omega squared 0.045): LOB operational engagements had a mean of 5.9 respondents (n = 76 engagements) and corporate functional engagements 5.4 (n = 74 engagements). Outsourcing model, institution type, process family and engagement status and lifecycle stage showed no difference after Holm correction.

Association with Cancellation Rate

Cancellation rate is the share of engagements canceled by the study date, measured at engagement level (150 engagements, 56 canceled). Canceled engagements were rated after cancellation, so the association is a descriptive contrast and not a forecast of cancellation.

Table 7a. Association with cancellation rate by segment, part 1 of 2Table

Segment	Engagements	Canceled	Cancellation rate	Point-biserial r	95% CI	p	Holm p
Study set	150	56	37.33% of 150	0.05	−0.11 to 0.21	0.514	1.000
Outsourcing model
CXM	42	15	35.71% of 42	−0.17	−0.45 to 0.14	0.268	1.000
ITO	40	15	37.50% of 40	0.18	−0.14 to 0.46	0.277	1.000
BPO	37	14	37.84% of 37	0.09	−0.24 to 0.41	0.582	1.000
KPO	31	12	38.71% of 31	0.13	−0.23 to 0.47	0.475	1.000
Institution type
Asset management	24	13	54.17% of 24	0.04	†	0.857	1.000
Wealth management and private banking	23	8	34.78% of 23	0.02	†	0.926	1.000
Investment banking (advisory and capital-markets origination)	19	9	47.37% of 19	0.13	†	0.584	1.000
Insurance (life, property and casualty, health)	14	5	35.71% of 14	−0.31	†	0.287	1.000
Commercial and business banking	13	4	30.77% of 13	0.09	†	0.772	1.000
Payments and merchant acquiring (networks, acquiring, processing)	13	3	23.08% of 13	−0.05	†	0.865	1.000
Credit card and payments issuing	12	5	41.67% of 12	0.54	†	0.068	1.000
Retail and consumer banking	12	4	33.33% of 12	0.18	†	0.567	1.000
Markets and trading (sales and trading, global markets)	11	3	27.27% of 11	−0.13	†	0.695	1.000
Private equity and private capital	9	2	2 of 9	‡
Process family
Corporate and back-office functions	47	19	40.43% of 47	0.22	−0.07 to 0.48	0.129	1.000
Technology engineering and operations	35	10	28.57% of 35	−0.01	−0.34 to 0.32	0.942	1.000
Client servicing and communications	16	9	56.25% of 16	−0.16	†	0.558	1.000
Trade, settlement and reconciliation	15	8	53.33% of 15	0.33	†	0.229	1.000
Payments, cards and disputes	12	2	16.67% of 12	−0.03	†	0.918	1.000
Credit, underwriting and suitability	9	1	1 of 9	‡
Regulatory, audit, tax and legal	9	4	4 of 9	‡
Financial crime and client onboarding	7	3	3 of 7	‡
Class of work
LOB Operational	76	30	39.47% of 76	0.00	−0.23 to 0.22	0.996	1.000
Corporate Functional	74	26	35.14% of 74	0.09	−0.14 to 0.31	0.444	1.000
Engagement status and lifecycle stage
Active, Build-Out	31	0	0.00% of 31	a
Active, Transition/Cut-Over	43	0	0.00% of 43	a
Active, Production	20	0	0.00% of 20	a
Canceled	56	56	100.00% of 56	a

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: no variation in cancellation.

Table 7b. Association with cancellation rate by segment, part 2 of 2Table

Segment	Odds ratio per point	95% CI	AUC	Rate, distressed engagements	Rate, other engagements	Fisher p	TOST p
Study set	1.10	0.83 to 1.44	0.54	Not applicable	Not applicable	Not applicable	< 0.001
Outsourcing model
CXM	0.70	0.38 to 1.30	0.59	Not applicable	Not applicable	Not applicable	0.203
ITO	1.32	0.80 to 2.18	0.61	Not applicable	Not applicable	Not applicable	0.212
BPO	1.18	0.66 to 2.13	0.56	Not applicable	Not applicable	Not applicable	0.104
KPO	1.29	0.65 to 2.58	0.59	Not applicable	Not applicable	Not applicable	0.176
Institution type
Asset management	1.08	† n = 24	0.62	Not applicable	Not applicable	Not applicable	0.107
Wealth management and private banking	1.03	† n = 23	0.52	Not applicable	Not applicable	Not applicable	0.098
Investment banking (advisory and capital-markets origination)	1.31	† n = 19	0.58	Not applicable	Not applicable	Not applicable	0.242
Insurance (life, property and casualty, health)	0.47	† n = 14	0.63	Not applicable	Not applicable	Not applicable	0.509
Commercial and business banking	1.14	† n = 13	0.53	Not applicable	Not applicable	Not applicable	0.243
Payments and merchant acquiring (networks, acquiring, processing)	0.91	† n = 13	0.55	Not applicable	Not applicable	Not applicable	0.208
Credit card and payments issuing	3.79	† n = 12	0.81	Not applicable	Not applicable	Not applicable	0.815
Retail and consumer banking	1.88	† n = 12	0.61	Not applicable	Not applicable	Not applicable	0.356
Markets and trading (sales and trading, global markets)	0.68	† n = 11	0.56	Not applicable	Not applicable	Not applicable	0.310
Private equity and private capital	‡ n = 9
Process family
Corporate and back-office functions	1.66	0.86 to 3.23	0.61	Not applicable	Not applicable	Not applicable	0.296
Technology engineering and operations	0.98	0.59 to 1.64	0.52	Not applicable	Not applicable	Not applicable	0.047
Client servicing and communications	0.63	† n = 16	0.58	Not applicable	Not applicable	Not applicable	0.295
Trade, settlement and reconciliation	2.22	† n = 15	0.68	Not applicable	Not applicable	Not applicable	0.547
Payments, cards and disputes	0.92	† n = 12	0.53	Not applicable	Not applicable	Not applicable	0.204
Credit, underwriting and suitability	‡ n = 9
Regulatory, audit, tax and legal	‡ n = 9
Financial crime and client onboarding	‡ n = 7
Class of work
LOB Operational	1.00	0.67 to 1.50	0.50	Not applicable	Not applicable	Not applicable	0.004
Corporate Functional	1.17	0.79 to 1.75	0.56	Not applicable	Not applicable	Not applicable	0.033
Engagement status and lifecycle stage
Active, Build-Out	a
Active, Transition/Cut-Over	a
Active, Production	a
Canceled	a

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: no variation in cancellation.

Across the study set, the total was not associated with cancellation (r = 0.05, 95% CI −0.11 to 0.21, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the 20 segment levels tested.

Association with Customer Satisfaction

Customer satisfaction is the percentage recorded against each engagement. The primary estimate uses the 94 active engagements. A descriptive contrast uses all 150 engagements.

Table 8a. Association with customer satisfaction by segment, part 1 of 2Table

Segment	Active engagements	Clean r	95% CI	p	Holm p	Spearman rho	p
Study set	94	−0.02	−0.22 to 0.18	0.849	1.000	−0.03	0.793
Outsourcing model
CXM	27	−0.08	†	0.689	1.000	−0.03	0.868
ITO	25	0.10	†	0.619	1.000	0.03	0.880
BPO	23	0.01	†	0.976	1.000	0.02	0.934
KPO	19	−0.24	†	0.317	1.000	−0.24	0.331
Institution type
Asset management	11	0.37	†	0.258	1.000	0.47	0.141
Wealth management and private banking	15	−0.10	†	0.718	1.000	−0.16	0.567
Investment banking (advisory and capital-markets origination)	10	0.45	†	0.192	1.000	0.43	0.214
Insurance (life, property and casualty, health)	9	‡
Commercial and business banking	9	‡
Payments and merchant acquiring (networks, acquiring, processing)	10	−0.58	†	0.081	1.000	−0.77	0.010
Credit card and payments issuing	7	‡
Retail and consumer banking	8	‡
Markets and trading (sales and trading, global markets)	8	‡
Private equity and private capital	7	‡
Process family
Corporate and back-office functions	28	0.10	†	0.613	1.000	0.09	0.649
Technology engineering and operations	25	0.09	†	0.680	1.000	0.05	0.822
Client servicing and communications	7	‡
Trade, settlement and reconciliation	7	‡
Payments, cards and disputes	10	−0.36	†	0.306	1.000	−0.14	0.705
Credit, underwriting and suitability	8	‡
Regulatory, audit, tax and legal	5	‡
Financial crime and client onboarding	4	‡
Class of work
LOB Operational	46	0.00	−0.29 to 0.29	0.989	1.000	0.00	0.993
Corporate Functional	48	−0.03	−0.31 to 0.26	0.836	1.000	−0.03	0.818
Engagement status and lifecycle stage
Active, Build-Out	31	0.02	−0.33 to 0.37	0.906	1.000	0.05	0.804
Active, Transition/Cut-Over	43	0.03	−0.27 to 0.33	0.828	1.000	0.00	0.978
Active, Production	20	−0.13	†	0.573	1.000	−0.14	0.562
Canceled	0	a

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: canceled engagements fall outside the active population.

Table 8b. Association with customer satisfaction by segment, part 2 of 2Table

Segment	Slope, points per rating point	95% CI	R squared	TOST p	All engagements	Descriptive r	p
Study set	−0.19	−2.15 to 1.77	0.00	0.003	150	−0.06	0.435
Outsourcing model
CXM	−0.97	† n = 27	0.01	0.131	42	0.14	0.367
ITO	0.79	† n = 25	0.01	0.169	40	−0.19	0.252
BPO	0.05	† n = 23	0.00	0.088	37	−0.08	0.627
KPO	−2.90	† n = 19	0.06	0.402	31	−0.21	0.268
Institution type
Asset management	2.66	† n = 11	0.14	0.593	24	0.00	0.990
Wealth management and private banking	−0.63	† n = 15	0.01	0.236	23	−0.05	0.805
Investment banking (advisory and capital-markets origination)	4.94	† n = 10	0.20	0.678	19	−0.02	0.933
Insurance (life, property and casualty, health)	‡ n = 9
Commercial and business banking	‡ n = 9
Payments and merchant acquiring (networks, acquiring, processing)	−5.95	† n = 10	0.33	0.822	13	−0.19	0.543
Credit card and payments issuing	‡ n = 7
Retail and consumer banking	‡ n = 8
Markets and trading (sales and trading, global markets)	‡ n = 8
Private equity and private capital	‡ n = 7
Process family
Corporate and back-office functions	1.58	† n = 28	0.01	0.148	47	−0.19	0.202
Technology engineering and operations	0.65	† n = 25	0.01	0.148	35	0.01	0.935
Client servicing and communications	‡ n = 7
Trade, settlement and reconciliation	‡ n = 7
Payments, cards and disputes	−3.46	† n = 10	0.13	0.572	12	−0.11	0.737
Credit, underwriting and suitability	‡ n = 8
Regulatory, audit, tax and legal	‡ n = 5
Financial crime and client onboarding	‡ n = 4
Class of work
LOB Operational	−0.02	−3.27 to 3.23	0.00	0.022	76	−0.01	0.916
Corporate Functional	−0.27	−2.88 to 2.34	0.00	0.031	74	−0.10	0.405
Engagement status and lifecycle stage
Active, Build-Out	0.23	−3.66 to 4.12	0.00	0.064	31	0.02	0.906
Active, Transition/Cut-Over	0.30	−2.45 to 3.04	0.00	0.041	43	0.03	0.828
Active, Production	−1.72	†	0.02	0.236	20	−0.13	0.573
Canceled	a

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: canceled engagements fall outside the active population.

Across the active engagements, the total was not associated with customer satisfaction (r = −0.02, 95% CI −0.22 to 0.18, Holm p = 1.000, n = 94 engagements). The association held after Holm correction in none of the 16 segment levels tested.

Association with the Engagement Indicator Mean

The engagement indicator mean is the mean of an engagement's ratings across the rated indicators, measured at engagement level (150 engagements). The total is not a rated indicator and does not enter the mean.

Table 9a. Association with the engagement indicator mean by segment, part 1 of 2Table

Segment	Engagements	Leave-one-out r	95% CI	p	Holm p	Spearman rho	p
Study set	150	−0.05	−0.21 to 0.11	0.553	1.000	−0.05	0.508
Outsourcing model
CXM	42	0.12	−0.19 to 0.41	0.453	1.000	0.12	0.468
ITO	40	−0.17	−0.46 to 0.15	0.299	1.000	−0.21	0.191
BPO	37	0.03	−0.30 to 0.35	0.880	1.000	0.05	0.791
KPO	31	−0.22	−0.53 to 0.14	0.231	1.000	−0.23	0.206
Institution type
Asset management	24	0.16	†	0.458	1.000	−0.03	0.899
Wealth management and private banking	23	−0.17	†	0.430	1.000	−0.15	0.509
Investment banking (advisory and capital-markets origination)	19	−0.20	†	0.409	1.000	−0.22	0.357
Insurance (life, property and casualty, health)	14	0.47	†	0.088	1.000	0.33	0.250
Commercial and business banking	13	−0.16	†	0.603	1.000	−0.13	0.674
Payments and merchant acquiring (networks, acquiring, processing)	13	−0.23	†	0.446	1.000	−0.21	0.484
Credit card and payments issuing	12	−0.50	†	0.095	1.000	−0.45	0.141
Retail and consumer banking	12	−0.15	†	0.643	1.000	−0.22	0.491
Markets and trading (sales and trading, global markets)	11	0.09	†	0.791	1.000	−0.12	0.726
Private equity and private capital	9	‡
Process family
Corporate and back-office functions	47	−0.09	−0.37 to 0.20	0.550	1.000	−0.09	0.568
Technology engineering and operations	35	−0.04	−0.37 to 0.30	0.822	1.000	−0.08	0.643
Client servicing and communications	16	0.07	†	0.808	1.000	0.04	0.869
Trade, settlement and reconciliation	15	0.12	†	0.675	1.000	0.00	0.995
Payments, cards and disputes	12	−0.16	†	0.614	1.000	0.07	0.841
Credit, underwriting and suitability	9	‡
Regulatory, audit, tax and legal	9	‡
Financial crime and client onboarding	7	‡
Class of work
LOB Operational	76	−0.01	−0.24 to 0.21	0.902	1.000	0.00	0.986
Corporate Functional	74	−0.08	−0.30 to 0.15	0.519	1.000	−0.08	0.491
Engagement status and lifecycle stage
Active, Build-Out	31	0.15	−0.21 to 0.48	0.416	1.000	0.14	0.439
Active, Transition/Cut-Over	43	−0.08	−0.37 to 0.23	0.614	1.000	−0.12	0.455
Active, Production	20	−0.29	†	0.216	1.000	−0.24	0.309
Canceled	56	0.14	−0.13 to 0.39	0.296	1.000	0.13	0.333

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.

Table 9b. Association with the engagement indicator mean by segment, part 2 of 2Table

Segment	r with indicator included	Slope	95% CI	R squared	TOST p	Equivalent
Study set	Not a component	−0.06	−0.26 to 0.14	0.00	< 0.001	Yes
Outsourcing model
CXM	Not a component	0.18	−0.29 to 0.65	0.01	0.118	No
ITO	Not a component	−0.16	−0.47 to 0.15	0.03	0.198	No
BPO	Not a component	0.03	−0.36 to 0.42	0.00	0.049	Yes
KPO	Not a component	−0.34	−0.91 to 0.23	0.05	0.328	No
Institution type
Asset management	Not a component	0.23	† n = 24	0.03	0.247	No
Wealth management and private banking	Not a component	−0.19	† n = 23	0.03	0.273	No
Investment banking (advisory and capital-markets origination)	Not a component	−0.22	† n = 19	0.04	0.337	No
Insurance (life, property and casualty, health)	Not a component	0.78	† n = 14	0.22	0.751	No
Commercial and business banking	Not a component	−0.16	† n = 13	0.03	0.319	No
Payments and merchant acquiring (networks, acquiring, processing)	Not a component	−0.27	† n = 13	0.05	0.408	No
Credit card and payments issuing	Not a component	−0.55	† n = 12	0.25	0.768	No
Retail and consumer banking	Not a component	−0.37	† n = 12	0.02	0.317	No
Markets and trading (sales and trading, global markets)	Not a component	0.16	† n = 11	0.01	0.268	No
Private equity and private capital	‡ n = 9
Process family
Corporate and back-office functions	Not a component	−0.15	−0.67 to 0.36	0.01	0.072	No
Technology engineering and operations	Not a component	−0.04	−0.36 to 0.29	0.00	0.063	No
Client servicing and communications	Not a component	0.15	† n = 16	0.00	0.190	No
Trade, settlement and reconciliation	Not a component	0.16	† n = 15	0.01	0.254	No
Payments, cards and disputes	Not a component	−0.18	† n = 12	0.03	0.331	No
Credit, underwriting and suitability	‡ n = 9
Regulatory, audit, tax and legal	‡ n = 9
Financial crime and client onboarding	‡ n = 7
Class of work
LOB Operational	Not a component	−0.02	−0.32 to 0.28	0.00	0.006	Yes
Corporate Functional	Not a component	−0.09	−0.38 to 0.19	0.01	0.025	Yes
Engagement status and lifecycle stage
Active, Build-Out	Not a component	0.17	−0.25 to 0.59	0.02	0.203	No
Active, Transition/Cut-Over	Not a component	−0.07	−0.33 to 0.20	0.01	0.073	No
Active, Production	Not a component	−0.44	† n = 20	0.08	0.480	No
Canceled	Not a component	0.08	−0.07 to 0.22	0.02	0.113	No

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.

The total was not associated with the engagement indicator mean (r = −0.05, 95% CI −0.21 to 0.11, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the 24 segment levels tested.

Association with Intent to Leave

Intent to leave is the answer to C019, “How likely are you to leave your current job in the next 12 months?”, rated 1 to 10. It is measured at respondent level on up to 798 respondents, each carrying the total recorded for the respondent's engagement.

Table 10a. Association with intent to leave by segment, part 1 of 2Table

Segment	Respondents	r	95% CI	Cluster bootstrap 95% CI	p	Holm p
Study set	798	0.04	−0.03 to 0.11	−0.12 to 0.20	0.222	1.000
Outsourcing model
CXM	215	−0.08	−0.22 to 0.05	−0.34 to 0.21	0.220	1.000
ITO	233	0.05	−0.08 to 0.18	−0.25 to 0.34	0.418	1.000
BPO	196	−0.02	−0.16 to 0.12	−0.34 to 0.32	0.807	1.000
KPO	154	0.24	0.08 to 0.38	−0.13 to 0.54	0.003	0.079
Institution type
Asset management	122	−0.09	−0.26 to 0.09	−0.48 to 0.50	0.334	1.000
Wealth management and private banking	132	0.01	−0.16 to 0.18	−0.42 to 0.42	0.931	1.000
Investment banking (advisory and capital-markets origination)	98	0.00	−0.20 to 0.19	−0.41 to 0.41	0.972	1.000
Insurance (life, property and casualty, health)	71	−0.30	−0.49 to −0.07	−0.67 to 0.25	0.012	0.258
Commercial and business banking	76	0.35	0.13 to 0.53	−0.23 to 0.71	0.002	0.055
Payments and merchant acquiring (networks, acquiring, processing)	69	0.26	0.02 to 0.46	−0.26 to 0.66	0.034	0.679
Credit card and payments issuing	70	0.53	0.34 to 0.68	−0.05 to 0.87	< 0.001	< 0.001
Retail and consumer banking	67	0.31	0.08 to 0.51	−0.33 to 0.76	0.011	0.231
Markets and trading (sales and trading, global markets)	55	−0.23	−0.46 to 0.04	−0.52 to 0.20	0.098	1.000
Private equity and private capital	38	0.14	−0.19 to 0.44	§ n = 9	0.394	1.000
Process family
Corporate and back-office functions	226	0.20	0.07 to 0.32	−0.07 to 0.44	0.003	0.069
Technology engineering and operations	194	−0.08	−0.22 to 0.06	−0.37 to 0.23	0.267	1.000
Client servicing and communications	89	−0.12	−0.32 to 0.09	−0.66 to 0.43	0.249	1.000
Trade, settlement and reconciliation	75	−0.09	−0.31 to 0.14	−0.55 to 0.50	0.422	1.000
Payments, cards and disputes	70	0.02	−0.22 to 0.25	−0.54 to 0.61	0.899	1.000
Credit, underwriting and suitability	53	0.37	0.11 to 0.58	§ n = 9	0.006	0.139
Regulatory, audit, tax and legal	49	0.14	−0.15 to 0.40	§ n = 9	0.341	1.000
Financial crime and client onboarding	42	0.54	0.28 to 0.73	§ n = 7	< 0.001	0.006
Class of work
LOB Operational	424	−0.02	−0.11 to 0.08	−0.25 to 0.21	0.697	1.000
Corporate Functional	374	0.10	0.00 to 0.20	−0.10 to 0.30	0.048	0.917
Engagement status and lifecycle stage
Active, Build-Out	166	−0.10	−0.25 to 0.05	−0.36 to 0.18	0.184	1.000
Active, Transition/Cut-Over	237	0.01	−0.12 to 0.13	−0.29 to 0.29	0.931	1.000
Active, Production	95	0.33	0.14 to 0.50	−0.02 to 0.60	0.001	0.028
Canceled	300	−0.03	−0.15 to 0.08	−0.14 to 0.06	0.575	1.000

Note: § Too few engagements for a cluster bootstrap interval.

Table 10b. Association with intent to leave by segment, part 2 of 2Table

Segment	Spearman rho	p	Share at 7 or above, distressed	Share at 7 or above, other	Engagements	Engagement level r	95% CI	TOST p
Study set	0.04	0.258	Not applicable	Not applicable	150	0.06	−0.10 to 0.22	0.001
Outsourcing model
CXM	−0.07	0.304	Not applicable	Not applicable	42	−0.09	−0.39 to 0.22	0.090
ITO	0.07	0.321	Not applicable	Not applicable	40	0.05	−0.27 to 0.35	0.054
BPO	−0.02	0.771	Not applicable	Not applicable	37	0.04	−0.29 to 0.36	0.057
KPO	0.22	0.007	Not applicable	Not applicable	31	0.27	−0.09 to 0.57	0.439
Institution type
Asset management	0.10	0.277	Not applicable	Not applicable	24	0.03	†	0.097
Wealth management and private banking	−0.05	0.577	Not applicable	Not applicable	23	0.09	†	0.166
Investment banking (advisory and capital-markets origination)	−0.01	0.925	Not applicable	Not applicable	19	0.02	†	0.122
Insurance (life, property and casualty, health)	−0.26	0.027	Not applicable	Not applicable	14	−0.32	†	0.536
Commercial and business banking	0.34	0.003	Not applicable	Not applicable	13	0.31	†	0.511
Payments and merchant acquiring (networks, acquiring, processing)	0.25	0.035	Not applicable	Not applicable	13	0.22	†	0.399
Credit card and payments issuing	0.52	< 0.001	Not applicable	Not applicable	12	0.59	†	0.862
Retail and consumer banking	0.35	0.003	Not applicable	Not applicable	12	0.28	†	0.471
Markets and trading (sales and trading, global markets)	−0.22	0.113	Not applicable	Not applicable	11	−0.23	†	0.418
Private equity and private capital	0.21	0.195	Not applicable	Not applicable	9	‡	‡
Process family
Corporate and back-office functions	0.16	0.014	Not applicable	Not applicable	47	0.20	−0.09 to 0.46	0.244
Technology engineering and operations	−0.06	0.434	Not applicable	Not applicable	35	−0.11	−0.43 to 0.23	0.132
Client servicing and communications	−0.14	0.175	Not applicable	Not applicable	16	−0.11	†	0.239
Trade, settlement and reconciliation	−0.06	0.634	Not applicable	Not applicable	15	−0.01	†	0.151
Payments, cards and disputes	0.01	0.939	Not applicable	Not applicable	12	0.12	†	0.287
Credit, underwriting and suitability	0.32	0.021	Not applicable	Not applicable	9	‡	‡
Regulatory, audit, tax and legal	0.12	0.426	Not applicable	Not applicable	9	‡	‡
Financial crime and client onboarding	0.47	0.002	Not applicable	Not applicable	7	‡	‡
Class of work
LOB Operational	−0.03	0.543	Not applicable	Not applicable	76	0.01	−0.21 to 0.24	0.005
Corporate Functional	0.10	0.055	Not applicable	Not applicable	74	0.10	−0.13 to 0.32	0.037
Engagement status and lifecycle stage
Active, Build-Out	−0.13	0.102	Not applicable	Not applicable	31	−0.09	−0.43 to 0.27	0.125
Active, Transition/Cut-Over	−0.02	0.810	Not applicable	Not applicable	43	−0.02	−0.32 to 0.28	0.035
Active, Production	0.35	< 0.001	Not applicable	Not applicable	20	0.34	†	0.578
Canceled	−0.04	0.510	Not applicable	Not applicable	56	−0.06	−0.31 to 0.21	0.033

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.

The total was not associated with intent to leave (r = 0.04, cluster bootstrap 95% CI −0.12 to 0.20, p = 0.596 with standard errors clustered by engagement, n = 798 respondents). The test that treated respondents as independent gave p = 0.222. Every respondent on an engagement carries the same total, so that test overstates the evidence, and the clustered test governs. The association held after Holm correction in three of the 28 segment levels tested, each with higher intent to leave on engagements with more respondents. These segment tests also treated respondents as independent.

Comparison of Associations Across the Four Measures

Table 11. Associations across the four measuresTable

Measure	Form	Unit	n	r	95% CI	p	Equivalent to zero	Rank among the four
Cancellation rate	Descriptive contrast	Engagement	150	0.05	−0.11 to 0.21	0.514	Yes	1
Customer satisfaction	Clean estimate	Engagement	94	−0.02	−0.22 to 0.18	0.849	Yes	4
Engagement indicator mean	Full	Engagement	150	−0.05	−0.21 to 0.11	0.553	Yes	2
Intent to leave	Respondent level, clustered	Respondent	798	0.04	−0.12 to 0.20	0.596	Yes	3

Table 12. Pairwise comparison of associationsTable

Pair compared	Difference in r	Steiger z	p	Holm p	Reading
Cancellation rate and customer satisfaction	0.01	0.37	0.714	1.000	Did not differ
Cancellation rate and engagement indicator mean	0.00	−0.08	0.937	1.000	Did not differ
Cancellation rate and intent to leave	0.01	0.14	0.889	1.000	Did not differ
Customer satisfaction and engagement indicator mean	−0.02	−0.35	0.730	1.000	Did not differ
Customer satisfaction and intent to leave	0.00	−0.09	0.929	1.000	Did not differ
Engagement indicator mean and intent to leave	0.01	0.26	0.797	1.000	Did not differ

The four associations were compared in pairs on their engagement-level forms, each oriented so that a higher value is the better outcome, across the 150 engagements with all four measures. After Holm correction, none of the six pairs differed. Every association was near zero.

Clustering and Effective Sample Size

The total is recorded once for each engagement, so every respondent on an engagement shares its value. Every test of the total used engagements except the respondent-level form of intent to leave. That form used standard errors clustered by engagement.

Equivalence Tests of Null Results

Table 13. Equivalence tests of null resultsTable

Measure	n	r	Equivalence bound	TOST p, lower	TOST p, upper	Equivalent to zero	Achieved power	MDE at power 0.80	Detection floor for this n
Cancellation rate	150	0.05	\|r\| < 0.30	< 0.001	< 0.001	Yes	0.96	0.23	0.23
Customer satisfaction	94	−0.02	\|r\| < 0.30	0.003	< 0.001	Yes	0.84	0.29	0.23
Engagement indicator mean	150	−0.05	\|r\| < 0.30	< 0.001	< 0.001	Yes	0.96	0.23	0.23
Intent to leave	798	0.04	\|r\| < 0.30	< 0.001	< 0.001	Yes	1.00	0.10	0.23

All four associations were equivalent to zero. No result was inconclusive. The detection floor shown is the study floor at 150 engagements.

Robustness Checks

Table 14. Robustness checksTable

Check	Measure	Primary r	Check r	95% CI	Change	Conclusion holds
Rank correlation in place of Pearson	Cancellation rate	0.05	0.07	a	0.02	Yes
Rank correlation in place of Pearson	Customer satisfaction	−0.02	−0.03	a	−0.01	Yes
Rank correlation in place of Pearson	Engagement indicator mean	−0.05	−0.05	a	−0.01	Yes
Rank correlation in place of Pearson	Intent to leave	0.04	0.04	a	0.00	Yes
Active engagements only	Engagement indicator mean	−0.05	−0.06	−0.26 to 0.14	−0.01	Yes
Active engagements only	Intent to leave	0.04	0.05	−0.04 to 0.13	0.00	Yes
Most influential engagement removed (largest Cook's distance)	Cancellation rate	0.05	0.03	−0.13 to 0.19	−0.02	Yes
Most influential engagement removed (largest Cook's distance)	Customer satisfaction	−0.02	0.02	−0.19 to 0.22	0.04	Yes
Most influential engagement removed (largest Cook's distance)	Engagement indicator mean	−0.05	−0.08	−0.23 to 0.09	−0.03	Yes
Most influential engagement removed (largest Cook's distance)	Intent to leave	0.04	0.07	0.01 to 0.14	0.03	Yes
Engagements weighted by respondent count	Cancellation rate	0.05	0.04	a	−0.01	Yes
Engagements weighted by respondent count	Customer satisfaction	−0.02	−0.03	a	−0.01	Yes
Engagements weighted by respondent count	Engagement indicator mean	−0.05	−0.03	a	0.02	Yes
Bootstrap of engagements	Cancellation rate	0.05	0.06	−0.11 to 0.21	0.00	Yes
Bootstrap of engagements	Customer satisfaction	−0.02	−0.02	−0.23 to 0.18	0.00	Yes
Bootstrap of engagements	Engagement indicator mean	−0.05	−0.05	−0.20 to 0.11	0.00	Yes
Bootstrap of engagements	Intent to leave	0.04	0.04	−0.12 to 0.20	0.00	Yes
Thin-base segments removed	Cancellation rate	0.05	0.07	−0.15 to 0.28	0.01	Yes
Thin-base segments removed	Customer satisfaction	−0.02	0.10	−0.17 to 0.36	0.12	Yes
Thin-base segments removed	Engagement indicator mean	−0.05	−0.03	−0.24 to 0.19	0.02	Yes
Thin-base segments removed	Intent to leave	0.04	0.02	−0.08 to 0.11	−0.03	Yes

Note: a No interval for this check.

Each change was computed before rounding and may differ by 0.01 from the difference between the two printed values.

All 21 checks held. A check holds when its test falls on the same side of 0.05 as the primary test.

Measure Independence and Part-Whole Correction

Each of the four measures was computed from data the indicator does not contain. Each result is therefore a finding and not an arithmetic consequence.

Comparison with the Study Norm

Table 15. Comparison with the study normTable

Measure	The indicator, oriented r	Study median, oriented r	Deviation	Fisher z	p	Holm p
Cancellation rate	−0.05	0.60	−0.65	−9.01	< 0.001	< 0.001
Customer satisfaction	−0.06	0.72	−0.78	−11.77	< 0.001	< 0.001
Engagement indicator mean	−0.05	0.84	−0.89	−15.25	< 0.001	< 0.001
Intent to leave	−0.06	0.71	−0.77	−11.53	< 0.001	< 0.001
Spread of deviations			0.23
Verdict	Divergent

Each deviation was computed before rounding and may differ by 0.01 from the difference between the two printed values.

The comparison covered 150 engagements. The total departed from the study's typical pattern on all four measures. The typical indicator is a rating with a strong association with each measure, and the study medians ran from 0.60 to 0.84. The total is not a rating, and its associations were near zero.

Interpretation of the Data

The number of respondents on an engagement was not associated with cancellation, customer satisfaction, the engagement indicator mean or intent to leave, and each association was equivalent to zero. Engagements with more or fewer respondents did not fare differently on the study measures, and every robustness check held. LOB operational engagements had more respondents than corporate functional engagements.

Limitations

The evidence is the reported experience of the vendor's delivery teams, collected in a single cross-section. The associations reported here are not causal. Canceled engagements were described after cancellation.

The total records respondents and not the staffing of the engagement. It reflects how many members of each team responded to the survey as well as how many the team held.

The segment tests of intent to leave treated respondents as independent. Every respondent on an engagement carries the same total, so those tests overstate the information in the respondent answers.

Definitions

Table 16. DefinitionsTable

Term	Definition
Response scale	A whole number of respondents, as recorded on the Engagements sheet. The field is not a rating. No distressed range applies.
Answering base	Every engagement. The field is recorded for each engagement.
Indicator class	Engagement attribute: a property of the engagement rather than of the respondent, recorded once for each engagement.
Failure category	The five failure categories of the Study Taxonomy apply only to the rated indicators. The field carries none.
Engagement indicator mean	The mean of an engagement's ratings across the rated indicators. The field does not enter it.
Clustered test	A test whose standard error allows for the answers of respondents on the same engagement to be alike.
Equivalence test	Two one-sided tests of whether an association lies inside the bound shown. A result inside the bound is equivalent to zero.

Sources and Provenance

Table 17. Sources and provenanceTable

Source	Value
Study data	Study Data.xlsx, Engagements sheet, sha256 219eba0457274d04
Statistics engine	compute_statistics.py, sha256 738319eef764602b
Statistics record	Computed Statistics.json, record ENG:Total Respondents, sha256 1ae50a3637fc9370
Computed	October 13, 2026, 04:57 UTC
Template	Indicator Template v2, version 2.0 of 10 October 2026
Figures placed by script	1,994

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Executive summary →

Overview

Executive Summary

Four findings from 150 engagements

Read →

Introduction

Scope, evidence, and how the report is organized

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Part 1

Engagement Outcomes

Poor results on every measure, and what separates them

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Part 2

The Five Failure Categories

Where failure concentrates, category by category

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Part 3

Governance, Oversight, and Control

Controls that existed in name only

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Part 4

The Delivery Workforce

Early in their careers, dissatisfied, and many intending to leave

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Part 5

Manual Alteration

How the delivery team altered the work to sustain it

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Part 6

Executive Action Plan

Seven immediate actions and a first-year plan

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Appendices

Definitions, indicator inventory, method, and disclosures

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Data

Study Data

Deep-dive analyses of the study indicators, published in stages

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Total Respondents

On this page

Indicator Specification

Summary of Findings

Distribution of Recorded Values

Descriptive Statistics by Segment

Tests of Difference Between Segments

Association with Cancellation Rate

Association with Customer Satisfaction

Association with the Engagement Indicator Mean

Association with Intent to Leave

Comparison of Associations Across the Four Measures

Clustering and Effective Sample Size

Equivalence Tests of Null Results

Robustness Checks

Measure Independence and Part-Whole Correction

Comparison with the Study Norm

Interpretation of the Data

Limitations

Definitions

Sources and Provenance

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