Source: https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-4-eng-cme-respondent-count/
Author: Phil Hatch
Publisher: Akholi

CME Respondent Count

Study Data · Part 4 · Indicator Deep-Dive Analysis

# CME Respondent Count

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

← Study DataNext indicator →

## On this page

19 sectionsIndicator SpecificationSummary of FindingsDistribution of Recorded ValuesDescriptive Statistics by SegmentTests of Difference Between SegmentsAssociation with Cancellation RateAssociation with Customer SatisfactionAssociation with the Engagement Indicator MeanAssociation with Intent to LeaveComparison of Associations Across the Four MeasuresClustering and Effective Sample SizeEquivalence Tests of Null ResultsRobustness ChecksMeasure Independence and Part-Whole CorrectionComparison with the Study NormInterpretation of the DataLimitationsDefinitionsSources and Provenance

## Indicator Specification

Table 1. Indicator specificationTable

| Field | Value |
| --- | --- |
| Indicator code | None, an engagement field |
| Question as asked | CME Respondent Count |
| 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 | 0.03 | −0.13 to 0.19 | 0.712 |
| Customer satisfaction | Clean estimate | 94 engagements | 0.00 | −0.20 to 0.20 | 0.993 |
| Engagement indicator mean | Full | 150 engagements | 0.02 | −0.14 to 0.18 | 0.779 |
| Intent to leave | Respondent level, clustered | 798 respondents | 0.00 | | 0.978 |

The Engagements sheet records, for each engagement, the number of its respondents who were customer management executives. The count was zero on 148 of the 150 engagements and one on two, a mean of 0.01 (n = 150 engagements). All of its variation therefore lies in two engagements.

The count was not associated with any of the four study measures: cancellation (r = 0.03, 95% CI −0.13 to 0.19, p = 0.712, n = 150 engagements), customer satisfaction among active engagements (r = 0.00, 95% CI −0.20 to 0.20, p = 0.993, n = 94 engagements), the engagement indicator mean (r = 0.02, 95% CI −0.14 to 0.18, p = 0.779, n = 150 engagements) and intent to leave (r = 0.00, p = 0.978 with standard errors clustered by engagement, n = 798 respondents). Each association was formally equivalent to zero. With the variation confined to two engagements, these results carry far less information than their sample sizes suggest.

## Distribution of Recorded Values

Table 3. Distribution of recorded valuesTable

| Value | Engagements | Share of engagements (base 150) | Cumulative share |
| --- | --- | --- | --- |
| 0.0 to 0.1 | 148 | 98.67% | 98.67% |
| 0.1 to 0.2 | 0 | 0.00% | 98.67% |
| 0.2 to 0.3 | 0 | 0.00% | 98.67% |
| 0.3 to 0.4 | 0 | 0.00% | 98.67% |
| 0.4 to 0.5 | 0 | 0.00% | 98.67% |
| 0.5 to 0.6 | 0 | 0.00% | 98.67% |
| 0.6 to 0.7 | 0 | 0.00% | 98.67% |
| 0.7 to 0.8 | 0 | 0.00% | 98.67% |
| 0.8 to 0.9 | 0 | 0.00% | 98.67% |
| 0.9 to 1.0 | 2 | 1.33% | 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 | 0.0 | 0.1 | 0.0 | 0.0 | 1.0 |

The count is a whole number recorded once for each engagement, and no distressed range applies. The table groups values in bands of one tenth, so only the lowest band, holding the value zero, and the highest, holding the value one, contain engagements. No engagement recorded more than one customer management executive among its respondents.

## 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 | 0.0 | 0.0 to 0.0 | 0.1 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 42 | 100.00% of 42 | 42 | 0.0 | 0.0 to 0.0 | 0.0 |
| ITO | 40 | 40 | 100.00% of 40 | 40 | 0.0 | 0.0 to 0.1 | 0.2 |
| BPO | 37 | 37 | 100.00% of 37 | 37 | 0.0 | 0.0 to 0.1 | 0.2 |
| KPO | 31 | 31 | 100.00% of 31 | 31 | 0.0 | 0.0 to 0.0 | 0.0 |
| Institution type | | | | | | | |
| Asset management | 24 | 24 | 100.00% of 24 | 24 | 0.0 | † | 0.0 |
| Wealth management and private banking | 23 | 23 | 100.00% of 23 | 23 | 0.0 | † | 0.0 |
| Investment banking (advisory and capital-markets origination) | 19 | 19 | 100.00% of 19 | 19 | 0.1 | † | 0.2 |
| Insurance (life, property and casualty, health) | 14 | 14 | 100.00% of 14 | 14 | 0.0 | † | 0.0 |
| Commercial and business banking | 13 | 13 | 100.00% of 13 | 13 | 0.1 | † | 0.3 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 13 | 100.00% of 13 | 13 | 0.0 | † | 0.0 |
| Credit card and payments issuing | 12 | 12 | 100.00% of 12 | 12 | 0.0 | † | 0.0 |
| Retail and consumer banking | 12 | 12 | 100.00% of 12 | 12 | 0.0 | † | 0.0 |
| Markets and trading (sales and trading, global markets) | 11 | 11 | 100.00% of 11 | 11 | 0.0 | † | 0.0 |
| 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 | 0.0 | 0.0 to 0.0 | 0.0 |
| Technology engineering and operations | 35 | 35 | 100.00% of 35 | 35 | 0.0 | 0.0 to 0.0 | 0.0 |
| Client servicing and communications | 16 | 16 | 100.00% of 16 | 16 | 0.0 | † | 0.0 |
| Trade, settlement and reconciliation | 15 | 15 | 100.00% of 15 | 15 | 0.1 | † | 0.3 |
| Payments, cards and disputes | 12 | 12 | 100.00% of 12 | 12 | 0.1 | † | 0.3 |
| 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 | 0.0 | 0.0 to 0.1 | 0.2 |
| Corporate Functional | 74 | 74 | 100.00% of 74 | 74 | 0.0 | 0.0 to 0.0 | 0.0 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 31 | 100.00% of 31 | 31 | 0.0 | 0.0 to 0.0 | 0.0 |
| Active, Transition/Cut-Over | 43 | 43 | 100.00% of 43 | 43 | 0.0 | 0.0 to 0.1 | 0.2 |
| Active, Production | 20 | 20 | 100.00% of 20 | 20 | 0.0 | † | 0.0 |
| Canceled | 56 | 56 | 100.00% of 56 | 56 | 0.0 | 0.0 to 0.1 | 0.1 |

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 | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Outsourcing model | | | | | | | |
| CXM | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| ITO | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| BPO | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| KPO | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Institution type | | | | | | | |
| Asset management | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Wealth management and private banking | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Investment banking (advisory and capital-markets origination) | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Insurance (life, property and casualty, health) | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Commercial and business banking | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Credit card and payments issuing | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Retail and consumer banking | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Markets and trading (sales and trading, global markets) | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Technology engineering and operations | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Client servicing and communications | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Trade, settlement and reconciliation | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Payments, cards and disputes | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 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 | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Corporate Functional | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Active, Transition/Cut-Over | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Active, Production | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Canceled | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 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, and segments with fewer than 10 report counts only. The two engagements with a customer management executive lay in the ITO and BPO outsourcing models, and both were LOB Operational engagements. One was active in Transition/Cut-Over and the other canceled. Every other segment level recorded zero on all its engagements.

## 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 | a | | | | | |
| Institution type | a | | | | | |
| Process family | a | | | | | |
| Class of work | a | | | | | |
| Engagement status and lifecycle stage | a | | | | | |

Note: a Not tested: a level has no spread, so Welch's test is undefined.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 | a | | | | | | |
| Institution type | a | | | | | | |
| Process family | a | | | | | | |
| Class of work | a | | | | | | |
| Engagement status and lifecycle stage | a | | | | | | |

Note: a Not tested: a level has no spread, so Welch's test is undefined.

No difference between segments was tested. In every segment family, at least one level recorded zero on all its engagements, so that level has no spread and Welch's test is undefined. The other tests in the table were not computed for the same reason.

## 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 | 0.03 | −0.13 to 0.19 | 0.712 | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | a | | | |
| ITO | 40 | 15 | 37.50% of 40 | 0.21 | −0.11 to 0.49 | 0.201 | 1.000 |
| BPO | 37 | 14 | 37.84% of 37 | −0.13 | −0.44 to 0.20 | 0.443 | 1.000 |
| KPO | 31 | 12 | 38.71% of 31 | a | | | |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | a | | | |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | a | | | |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | 0.25 | † | 0.305 | 1.000 |
| Insurance (life, property and casualty, health) | 14 | 5 | 35.71% of 14 | a | | | |
| Commercial and business banking | 13 | 4 | 30.77% of 13 | −0.19 | † | 0.529 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | a | | | |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | a | | | |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | a | | | |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | a | | | |
| Private equity and private capital | 9 | 2 | 2 of 9 | ‡ | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 19 | 40.43% of 47 | a | | | |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | a | | | |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | a | | | |
| Trade, settlement and reconciliation | 15 | 8 | 53.33% of 15 | 0.25 | † | 0.369 | 1.000 |
| Payments, cards and disputes | 12 | 2 | 16.67% of 12 | −0.13 | † | 0.676 | 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 | 0.04 | −0.19 to 0.26 | 0.761 | 1.000 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | a | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0 | 0.00% of 31 | b | | | |
| Active, Transition/Cut-Over | 43 | 0 | 0.00% of 43 | b | | | |
| Active, Production | 20 | 0 | 0.00% of 20 | b | | | |
| Canceled | 56 | 56 | 100.00% of 56 | b | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row. b 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 | 1.69 | 0.10 to 27.58 | 0.50 | Not applicable | Not applicable | Not applicable | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | a | | | | | | |
| ITO | 5.28 | 0.05 to 510.98 | 0.53 | Not applicable | Not applicable | Not applicable | 0.272 |
| BPO | 0.52 | 0.01 to 50.21 | 0.52 | Not applicable | Not applicable | Not applicable | 0.149 |
| KPO | a | | | | | | |
| Institution type | | | | | | | |
| Asset management | a | | | | | | |
| Wealth management and private banking | a | | | | | | |
| Investment banking (advisory and capital-markets origination) | 3.71 | † n = 19 | 0.56 | Not applicable | Not applicable | Not applicable | 0.412 |
| Insurance (life, property and casualty, health) | a | | | | | | |
| Commercial and business banking | 0.63 | † n = 13 | 0.56 | Not applicable | Not applicable | Not applicable | 0.358 |
| Payments and merchant acquiring (networks, acquiring, processing) | a | | | | | | |
| Credit card and payments issuing | a | | | | | | |
| Retail and consumer banking | a | | | | | | |
| Markets and trading (sales and trading, global markets) | a | | | | | | |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | a | | | | | | |
| Technology engineering and operations | a | | | | | | |
| Client servicing and communications | a | | | | | | |
| Trade, settlement and reconciliation | 3.00 | † n = 15 | 0.56 | Not applicable | Not applicable | Not applicable | 0.426 |
| Payments, cards and disputes | 1.27 | † n = 12 | 0.55 | Not applicable | Not applicable | Not applicable | 0.301 |
| 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 | 1.55 | 0.09 to 25.80 | 0.51 | Not applicable | Not applicable | Not applicable | 0.010 |
| Corporate Functional | a | | | | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | b | | | | | | |
| Active, Transition/Cut-Over | b | | | | | | |
| Active, Production | b | | | | | | |
| Canceled | b | | | | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row. b Not tested: no variation in cancellation.

Across the study set, the count was not associated with cancellation (r = 0.03, 95% CI −0.13 to 0.19, Holm p = 1.000, n = 150 engagements). The odds ratio of 1.69 carried a 95% CI from 0.10 to 27.58, the width that two engagements allow. An association could be estimated only in segment levels holding an engagement with a customer management executive, and it held after Holm correction in none of the seven 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 | 0.00 | −0.20 to 0.20 | 0.993 | 1.000 | 0.00 | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 27 | a | | | | | |
| ITO | 25 | a | | | | | |
| BPO | 23 | −0.05 | † | 0.828 | 1.000 | −0.08 | 0.715 |
| KPO | 19 | a | | | | | |
| Institution type | | | | | | | |
| Asset management | 11 | a | | | | | |
| Wealth management and private banking | 15 | a | | | | | |
| Investment banking (advisory and capital-markets origination) | 10 | a | | | | | |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | a | | | | | |
| 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 | a | | | | | |
| Technology engineering and operations | 25 | a | | | | | |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | −0.05 | † | 0.893 | 1.000 | −0.06 | 0.873 |
| 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 | 1.000 |
| Corporate Functional | 48 | a | | | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | a | | | | | |
| Active, Transition/Cut-Over | 43 | 0.01 | −0.29 to 0.31 | 0.968 | 1.000 | −0.01 | 0.937 |
| Active, Production | 20 | a | | | | | |
| Canceled | 0 | b | | | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row. b 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 | −0.10 | −23.48 to 23.28 | 0.00 | 0.002 | 150 | −0.03 | 0.729 |
| Outsourcing model | | | | | | | |
| CXM | a | | | | | | |
| ITO | a | | | | | | |
| BPO | −2.41 | † n = 23 | 0.00 | 0.121 | 37 | 0.11 | 0.517 |
| KPO | a | | | | | | |
| Institution type | | | | | | | |
| Asset management | a | | | | | | |
| Wealth management and private banking | a | | | | | | |
| Investment banking (advisory and capital-markets origination) | a | | | | | | |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | a | | | | | | |
| 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 | a | | | | | | |
| Technology engineering and operations | a | | | | | | |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | −1.78 | † n = 10 | 0.00 | 0.245 | 12 | 0.10 | 0.753 |
| 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 | 0.18 | −26.67 to 27.02 | 0.00 | 0.022 | 76 | −0.03 | 0.783 |
| Corporate Functional | a | | | | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | a | | | | | | |
| Active, Transition/Cut-Over | 0.52 | −25.93 to 26.98 | 0.00 | 0.028 | 43 | 0.01 | 0.968 |
| Active, Production | a | | | | | | |
| Canceled | b | | | | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row. b Not tested: canceled engagements fall outside the active population.

Across the active engagements, the count was not associated with customer satisfaction (r = 0.00, 95% CI −0.20 to 0.20, Holm p = 1.000, n = 94 engagements). Only one active engagement recorded a customer management executive, so the estimate rests on a single engagement. The association held after Holm correction in none of the four 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 count 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 | 0.02 | −0.14 to 0.18 | 0.779 | 1.000 | 0.04 | 0.636 |
| Outsourcing model | | | | | | | |
| CXM | 42 | a | | | | | |
| ITO | 40 | 0.00 | −0.31 to 0.31 | 0.984 | 1.000 | 0.02 | 0.899 |
| BPO | 37 | 0.11 | −0.22 to 0.42 | 0.516 | 1.000 | 0.12 | 0.461 |
| KPO | 31 | a | | | | | |
| Institution type | | | | | | | |
| Asset management | 24 | a | | | | | |
| Wealth management and private banking | 23 | a | | | | | |
| Investment banking (advisory and capital-markets origination) | 19 | 0.14 | † | 0.575 | 1.000 | 0.17 | 0.481 |
| Insurance (life, property and casualty, health) | 14 | a | | | | | |
| Commercial and business banking | 13 | 0.03 | † | 0.934 | 1.000 | 0.00 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | a | | | | | |
| Credit card and payments issuing | 12 | a | | | | | |
| Retail and consumer banking | 12 | a | | | | | |
| Markets and trading (sales and trading, global markets) | 11 | a | | | | | |
| Private equity and private capital | 9 | ‡ | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | a | | | | | |
| Technology engineering and operations | 35 | a | | | | | |
| Client servicing and communications | 16 | a | | | | | |
| Trade, settlement and reconciliation | 15 | 0.10 | † | 0.728 | 1.000 | 0.12 | 0.660 |
| Payments, cards and disputes | 12 | 0.05 | † | 0.872 | 1.000 | 0.04 | 0.893 |
| Credit, underwriting and suitability | 9 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 9 | ‡ | | | | | |
| Financial crime and client onboarding | 7 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | 0.04 | −0.19 to 0.26 | 0.759 | 1.000 | 0.06 | 0.585 |
| Corporate Functional | 74 | a | | | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | a | | | | | |
| Active, Transition/Cut-Over | 43 | −0.04 | −0.33 to 0.27 | 0.813 | 1.000 | −0.05 | 0.751 |
| Active, Production | 20 | a | | | | | |
| Canceled | 56 | 0.31 | 0.05 to 0.53 | 0.021 | 0.215 | 0.22 | 0.102 |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row.Table 9b. Association with the engagement indicator mean by segment, part 2 of 2Table

| Segment | r with indicator included | Change in r | Slope | 95% CI | R squared | TOST p | Equivalent |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | Not a component | | 0.30 | −1.79 to 2.38 | 0.00 | < 0.001 | Yes |
| Outsourcing model | | | | | | | |
| CXM | a | | | | | | |
| ITO | Not a component | | −0.03 | −2.68 to 2.62 | 0.00 | 0.031 | Yes |
| BPO | Not a component | | 0.89 | −1.86 to 3.65 | 0.01 | 0.123 | No |
| KPO | a | | | | | | |
| Institution type | | | | | | | |
| Asset management | a | | | | | | |
| Wealth management and private banking | a | | | | | | |
| Investment banking (advisory and capital-markets origination) | Not a component | | 0.66 | † n = 19 | 0.02 | 0.246 | No |
| Insurance (life, property and casualty, health) | a | | | | | | |
| Commercial and business banking | Not a component | | 0.13 | † n = 13 | 0.00 | 0.184 | No |
| Payments and merchant acquiring (networks, acquiring, processing) | a | | | | | | |
| Credit card and payments issuing | a | | | | | | |
| Retail and consumer banking | a | | | | | | |
| Markets and trading (sales and trading, global markets) | a | | | | | | |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | a | | | | | | |
| Technology engineering and operations | a | | | | | | |
| Client servicing and communications | a | | | | | | |
| Trade, settlement and reconciliation | Not a component | | 0.51 | † n = 15 | 0.01 | 0.232 | No |
| Payments, cards and disputes | Not a component | | 0.24 | † n = 12 | 0.00 | 0.220 | 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 | | 0.33 | −1.82 to 2.49 | 0.00 | 0.010 | Yes |
| Corporate Functional | a | | | | | | |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | a | | | | | | |
| Active, Transition/Cut-Over | Not a component | | −0.30 | −2.81 to 2.22 | 0.00 | 0.043 | Yes |
| Active, Production | a | | | | | | |
| Canceled | Not a component | | 1.42 | 0.22 to 2.63 | 0.09 | 0.522 | No |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: the indicator or the measure is constant in this row.

The count was not associated with the engagement indicator mean (r = 0.02, 95% CI −0.14 to 0.18, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the nine 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 count 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 | 0.00 | −0.07 to 0.07 | a | 0.953 | 1.000 |
| Outsourcing model | | | | | | |
| CXM | 215 | b | | | | |
| ITO | 233 | 0.17 | 0.04 to 0.29 | a | 0.011 | 0.109 |
| BPO | 196 | −0.12 | −0.26 to 0.02 | a | 0.090 | 0.542 |
| KPO | 154 | b | | | | |
| Institution type | | | | | | |
| Asset management | 122 | b | | | | |
| Wealth management and private banking | 132 | b | | | | |
| Investment banking (advisory and capital-markets origination) | 98 | 0.23 | 0.03 to 0.41 | a | 0.022 | 0.202 |
| Insurance (life, property and casualty, health) | 71 | b | | | | |
| Commercial and business banking | 76 | −0.19 | −0.40 to 0.03 | a | 0.093 | 0.542 |
| Payments and merchant acquiring (networks, acquiring, processing) | 69 | b | | | | |
| Credit card and payments issuing | 70 | b | | | | |
| Retail and consumer banking | 67 | b | | | | |
| Markets and trading (sales and trading, global markets) | 55 | b | | | | |
| Private equity and private capital | 38 | b | | | | |
| Process family | | | | | | |
| Corporate and back-office functions | 226 | b | | | | |
| Technology engineering and operations | 194 | b | | | | |
| Client servicing and communications | 89 | b | | | | |
| Trade, settlement and reconciliation | 75 | 0.26 | 0.04 to 0.46 | a | 0.024 | 0.202 |
| Payments, cards and disputes | 70 | −0.04 | −0.27 to 0.20 | a | 0.734 | 1.000 |
| Credit, underwriting and suitability | 53 | b | | | | |
| Regulatory, audit, tax and legal | 49 | b | | | | |
| Financial crime and client onboarding | 42 | b | | | | |
| Class of work | | | | | | |
| LOB Operational | 424 | 0.00 | −0.10 to 0.09 | a | 0.975 | 1.000 |
| Corporate Functional | 374 | b | | | | |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 166 | b | | | | |
| Active, Transition/Cut-Over | 237 | −0.04 | −0.17 to 0.08 | a | 0.508 | 1.000 |
| Active, Production | 95 | b | | | | |
| Canceled | 300 | 0.11 | 0.00 to 0.22 | a | 0.059 | 0.411 |

Note: a Not computed: under 90% of bootstrap resamples valid. b Not tested: the indicator or the measure is constant in this row.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 | 0.01 | 0.875 | Not applicable | Not applicable | 150 | 0.04 | −0.13 to 0.19 | < 0.001 |
| Outsourcing model | | | | | | | | |
| CXM | a | | | | | | | |
| ITO | 0.19 | 0.003 | Not applicable | Not applicable | 40 | 0.22 | −0.10 to 0.50 | 0.298 |
| BPO | −0.13 | 0.081 | Not applicable | Not applicable | 37 | −0.11 | −0.42 to 0.22 | 0.124 |
| KPO | a | | | | | | | |
| Institution type | | | | | | | | |
| Asset management | a | | | | | | | |
| Wealth management and private banking | a | | | | | | | |
| Investment banking (advisory and capital-markets origination) | 0.26 | 0.011 | Not applicable | Not applicable | 19 | 0.29 | † | 0.481 |
| Insurance (life, property and casualty, health) | a | | | | | | | |
| Commercial and business banking | −0.19 | 0.099 | Not applicable | Not applicable | 13 | −0.19 | † | 0.356 |
| Payments and merchant acquiring (networks, acquiring, processing) | a | | | | | | | |
| Credit card and payments issuing | a | | | | | | | |
| Retail and consumer banking | a | | | | | | | |
| Markets and trading (sales and trading, global markets) | a | | | | | | | |
| Private equity and private capital | a | | | | | | | |
| Process family | | | | | | | | |
| Corporate and back-office functions | a | | | | | | | |
| Technology engineering and operations | a | | | | | | | |
| Client servicing and communications | a | | | | | | | |
| Trade, settlement and reconciliation | 0.31 | 0.006 | Not applicable | Not applicable | 15 | 0.31 | † | 0.513 |
| Payments, cards and disputes | 0.02 | 0.876 | Not applicable | Not applicable | 12 | −0.03 | † | 0.201 |
| Credit, underwriting and suitability | a | | | | | | | |
| Regulatory, audit, tax and legal | a | | | | | | | |
| Financial crime and client onboarding | a | | | | | | | |
| Class of work | | | | | | | | |
| LOB Operational | 0.01 | 0.836 | Not applicable | Not applicable | 76 | 0.04 | −0.18 to 0.27 | 0.012 |
| Corporate Functional | a | | | | | | | |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | a | | | | | | | |
| Active, Transition/Cut-Over | −0.04 | 0.539 | Not applicable | Not applicable | 43 | −0.05 | −0.34 to 0.26 | 0.048 |
| Active, Production | a | | | | | | | |
| Canceled | 0.11 | 0.047 | Not applicable | Not applicable | 56 | 0.26 | −0.01 to 0.49 | 0.367 |

Note: † Base under 30. No interval is reported. a Not tested: the indicator or the measure is constant in this row.

The count was not associated with intent to leave (r = 0.00, p = 0.978 with standard errors clustered by engagement, n = 798 respondents). Every respondent on an engagement carries the same count, so the clustered test governs. The association held after Holm correction in none of the nine segment levels tested. Those segment tests 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 | 0.03 | −0.13 to 0.19 | 0.712 | Yes | 1 |
| Customer satisfaction | Clean estimate | Engagement | 94 | 0.00 | −0.20 to 0.20 | 0.993 | Yes | 4 |
| Engagement indicator mean | Full | Engagement | 150 | 0.02 | −0.14 to 0.18 | 0.779 | Yes | 2 |
| Intent to leave | Respondent level, clustered | Respondent | 798 | 0.00 | a | 0.978 | Yes | 3 |

Note: a Not computed: under 90% of bootstrap resamples valid.Table 12. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | 0.00 | −0.07 | 0.947 | 1.000 | Did not differ |
| Cancellation rate and engagement indicator mean | −0.05 | −0.87 | 0.384 | 1.000 | Did not differ |
| Cancellation rate and intent to leave | 0.00 | 0.09 | 0.925 | 1.000 | Did not differ |
| Customer satisfaction and engagement indicator mean | −0.05 | −1.16 | 0.247 | 1.000 | Did not differ |
| Customer satisfaction and intent to leave | 0.01 | 0.18 | 0.856 | 1.000 | Did not differ |
| Engagement indicator mean and intent to leave | 0.06 | 1.24 | 0.214 | 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 count is recorded once for each engagement, so every respondent on an engagement shares its value. Every test of the count 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 | 0.03 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | 0.00 | \|r\| < 0.30 | 0.002 | 0.002 | Yes | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | 150 | 0.02 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Intent to leave | 798 | 0.00 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 1.00 | 0.10 | 0.23 |

All four associations were equivalent to zero at the bound shown. The tests and the power figures treat the count as a measure that varies across the engagements. It varies on two engagements only, so the equivalence records how little the count varies and is weak evidence about any association with the measures.

## 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 | 0.03 | 0.03 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | 0.00 | 0.00 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Engagement indicator mean | 0.02 | 0.04 | a | 0.02 | Yes |
| Rank correlation in place of Pearson | Intent to leave | 0.00 | 0.01 | a | 0.00 | Yes |
| Active engagements only | Engagement indicator mean | 0.02 | −0.02 | −0.22 to 0.18 | −0.05 | Yes |
| Active engagements only | Intent to leave | 0.00 | −0.02 | −0.10 to 0.07 | −0.02 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | 0.03 | 0.11 | −0.06 to 0.26 | 0.08 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | 0.00 | b | b | | Not computed |
| Most influential engagement removed (largest Cook's distance) | Engagement indicator mean | 0.02 | 0.00 | −0.16 to 0.16 | −0.02 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | 0.00 | 0.09 | 0.02 to 0.16 | 0.09 | No |
| Engagements weighted by respondent count | Cancellation rate | 0.03 | 0.01 | a | −0.02 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | 0.00 | 0.00 | a | 0.00 | Yes |
| Engagements weighted by respondent count | Engagement indicator mean | 0.02 | 0.03 | a | 0.01 | Yes |
| Bootstrap of engagements | Cancellation rate | 0.03 | c | c | | Not computed |
| Bootstrap of engagements | Customer satisfaction | 0.00 | c | c | | Not computed |
| Bootstrap of engagements | Engagement indicator mean | 0.02 | c | c | | Not computed |
| Bootstrap of engagements | Intent to leave | 0.00 | c | c | | Not computed |
| Thin-base segments removed | Cancellation rate | 0.03 | Not computed | a | | Not computed |
| Thin-base segments removed | Customer satisfaction | 0.00 | Not computed | a | | Not computed |
| Thin-base segments removed | Engagement indicator mean | 0.02 | Not computed | a | | Not computed |
| Thin-base segments removed | Intent to leave | 0.00 | Not computed | a | | Not computed |

Note: a No interval for this check. b Not computed: one engagement carries all the variation in the indicator. c Not computed: under 90% of bootstrap resamples valid.

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

Eleven of the 21 checks held, and one failed. A check holds when its test falls on the same side of 0.05 as the primary test. With the most influential engagement, ENG-027, removed, intent to leave reached r = 0.09 (95% CI 0.02 to 0.16, p < 0.001), so the check failed. Removing one of the two engagements that carry all the variation changes the estimate, and the failure shows how little the primary result rests on.

The same check could not be computed for customer satisfaction, because a single active engagement carries all the variation. The bootstrap of engagements was not computed for any measure, because too few of its resamples were valid, as expected when two engagements carry the variation.

## 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 | −0.03 | 0.60 | −0.63 | −8.73 | < 0.001 | < 0.001 |
| Customer satisfaction | −0.03 | 0.72 | −0.75 | −11.34 | < 0.001 | < 0.001 |
| Engagement indicator mean | 0.02 | 0.84 | −0.81 | −14.38 | < 0.001 | < 0.001 |
| Intent to leave | −0.04 | 0.71 | −0.75 | −11.22 | < 0.001 | < 0.001 |
| Spread of deviations | | | 0.19 | | | |
| 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 count 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 count is not a rating, its associations were near zero, and the departure is not a finding about customer management executives.

## Interpretation of the Data

Customer management executives were almost absent from the respondents. The count was one on two engagements and zero on the remaining 148. Its associations with cancellation, customer satisfaction, the engagement indicator mean and intent to leave lay near zero and were formally equivalent to zero, but the robustness checks show that a single engagement moves the estimate. The count supports no statement about how the presence of a customer management executive among the respondents relates to the outcome of an engagement.

## 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 count records respondents and not the staffing of the engagement. An engagement may have had a customer management executive who did not respond.

Two engagements carry all the variation in the count. The intervals, equivalence tests and power figures are computed as though the count varied across the engagements, and they overstate the information available.

The segment tests of intent to leave treated respondents as independent. Every respondent on an engagement carries the same count, 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. |
| Customer management executive | One of the four roles a respondent could give in answer to C005, “What is your role on this engagement?”. |
| 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. |
| Most influential engagement | The engagement with the largest Cook's distance, the engagement whose removal would most change the fitted association. |

## 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:CME Respondent Count, sha256 1ae50a3637fc9370 |
| Computed | October 13, 2026, 04:57 UTC |
| Template | Indicator Template v2, version 2.0 of 10 October 2026 |
| Figures placed by script | 1,224 |