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

PD Respondent Count

Study Data · Part 4 · Indicator Deep-Dive Analysis

# PD Respondent Count

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

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## 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 | PD 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 | −0.09 | −0.24 to 0.07 | 0.286 |
| Customer satisfaction | Clean estimate | 94 engagements | −0.05 | −0.25 to 0.16 | 0.661 |
| Engagement indicator mean | Full | 150 engagements | 0.06 | −0.10 to 0.22 | 0.471 |
| Intent to leave | Respondent level, clustered | 798 respondents | −0.06 | −0.22 to 0.10 | 0.466 |

The Engagements sheet records, for each engagement, the number of its respondents who were portfolio directors. The count was one on 31 of the 150 engagements (20.67%) and zero on the other 119 (n = 150 engagements). No engagement had more than one portfolio director among its respondents.

The count was not associated with any of the four study measures, and each association was equivalent to zero: cancellation (r = −0.09, 95% CI −0.24 to 0.07, p = 0.286, n = 150 engagements), customer satisfaction among active engagements (r = −0.05, 95% CI −0.25 to 0.16, p = 0.661, n = 94 engagements), the engagement indicator mean (r = 0.06, 95% CI −0.10 to 0.22, p = 0.471, n = 150 engagements) and intent to leave (r = −0.06, cluster bootstrap 95% CI −0.22 to 0.10, p = 0.466 with standard errors clustered by engagement, n = 798 respondents). No segment family differed after Holm correction, and every robustness check held.

## Distribution of Recorded Values

Table 3. Distribution of recorded valuesTable

| Value | Engagements | Share of engagements (base 150) | Cumulative share |
| --- | --- | --- | --- |
| 0.0 to 0.1 | 119 | 79.33% | 79.33% |
| 0.1 to 0.2 | 0 | 0.00% | 79.33% |
| 0.2 to 0.3 | 0 | 0.00% | 79.33% |
| 0.3 to 0.4 | 0 | 0.00% | 79.33% |
| 0.4 to 0.5 | 0 | 0.00% | 79.33% |
| 0.5 to 0.6 | 0 | 0.00% | 79.33% |
| 0.6 to 0.7 | 0 | 0.00% | 79.33% |
| 0.7 to 0.8 | 0 | 0.00% | 79.33% |
| 0.8 to 0.9 | 0 | 0.00% | 79.33% |
| 0.9 to 1.0 | 31 | 20.67% | 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 | 0.2 | 0.4 | 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. The count therefore divides the engagements into those with a portfolio director among the respondents and those without.

## 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 | 0.2 | 0.1 to 0.3 | 0.4 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 42 | 100.00% of 42 | 42 | 0.2 | 0.1 to 0.4 | 0.4 |
| ITO | 40 | 40 | 100.00% of 40 | 40 | 0.2 | 0.1 to 0.4 | 0.4 |
| BPO | 37 | 37 | 100.00% of 37 | 37 | 0.2 | 0.1 to 0.3 | 0.4 |
| KPO | 31 | 31 | 100.00% of 31 | 31 | 0.2 | 0.0 to 0.3 | 0.4 |
| Institution type | | | | | | | |
| Asset management | 24 | 24 | 100.00% of 24 | 24 | 0.2 | † | 0.4 |
| Wealth management and private banking | 23 | 23 | 100.00% of 23 | 23 | 0.3 | † | 0.4 |
| Investment banking (advisory and capital-markets origination) | 19 | 19 | 100.00% of 19 | 19 | 0.1 | † | 0.3 |
| 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 | 0.2 | † | 0.4 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 13 | 100.00% of 13 | 13 | 0.3 | † | 0.5 |
| Credit card and payments issuing | 12 | 12 | 100.00% of 12 | 12 | 0.4 | † | 0.5 |
| Retail and consumer banking | 12 | 12 | 100.00% of 12 | 12 | 0.3 | † | 0.5 |
| Markets and trading (sales and trading, global markets) | 11 | 11 | 100.00% of 11 | 11 | 0.1 | † | 0.3 |
| 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 | 0.2 | 0.1 to 0.3 | 0.4 |
| Technology engineering and operations | 35 | 35 | 100.00% of 35 | 35 | 0.2 | 0.1 to 0.4 | 0.4 |
| Client servicing and communications | 16 | 16 | 100.00% of 16 | 16 | 0.1 | † | 0.3 |
| 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 | 0.4 | † | 0.5 |
| 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 | 0.2 | 0.1 to 0.3 | 0.4 |
| Corporate Functional | 74 | 74 | 100.00% of 74 | 74 | 0.2 | 0.1 to 0.3 | 0.4 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 31 | 100.00% of 31 | 31 | 0.2 | 0.0 to 0.3 | 0.4 |
| Active, Transition/Cut-Over | 43 | 43 | 100.00% of 43 | 43 | 0.3 | 0.1 to 0.4 | 0.5 |
| Active, Production | 20 | 20 | 100.00% of 20 | 20 | 0.2 | † | 0.4 |
| Canceled | 56 | 56 | 100.00% of 56 | 56 | 0.2 | 0.1 to 0.3 | 0.4 |

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 | 1.0 | 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 | 1.0 | Not applicable | Not applicable |
| Institution type | | | | | | | |
| Asset management | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Wealth management and private banking | 0.0 | 0.0 | 0.0 | 0.5 | 1.0 | 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 | 1.0 | 1.0 | Not applicable | Not applicable |
| Credit card and payments issuing | 0.0 | 0.0 | 0.0 | 1.0 | 1.0 | Not applicable | Not applicable |
| Retail and consumer banking | 0.0 | 0.0 | 0.0 | 1.0 | 1.0 | Not applicable | Not applicable |
| Markets and trading (sales and trading, global markets) | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 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 | 1.0 | Not applicable | Not applicable |
| Technology engineering and operations | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Client servicing and communications | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 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 | 1.0 | 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 | 1.0 | Not applicable | Not applicable |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | Not applicable | Not applicable |
| Active, Transition/Cut-Over | 0.0 | 0.0 | 0.0 | 1.0 | 1.0 | Not applicable | Not applicable |
| Active, Production | 0.0 | 0.0 | 0.0 | 0.0 | 1.0 | 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, and the mean of the count is the share of engagements with a portfolio director among the respondents. 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 | 0.27 | 3, 79.9 | 0.848 | 1.000 | −0.015 | 0.000 to 0.016 |
| Institution type | a | | | | | |
| Process family | 2.01 | 4, 41.3 | 0.110 | 0.442 | 0.028 | 0.000 to 0.112 |
| Class of work | 0.01 | 1, 148.0 | 0.907 | 1.000 | −0.007 | 0.000 to 0.008 |
| Engagement status and lifecycle stage | 0.63 | 3, 61.7 | 0.596 | 1.000 | −0.006 | 0.000 to 0.042 |

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 | 0.79 | 0.852 | Not applicable | Not applicable | Not applicable | Not applicable | None |
| Institution type | a | | | | | | |
| Process family | 7.39 | 0.116 | 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 | 0.01 | 0.906 | Not applicable | Not applicable | Not applicable | Not applicable | None |
| Engagement status and lifecycle stage | 2.12 | 0.548 | Not applicable | Not applicable | Not applicable | Not applicable | None |

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

Each segment family was tested on engagements. No family differed after Holm correction. Welch's test was undefined for institution type, because at least one level recorded the same value on all its engagements. The Kruskal-Wallis test across the institution types showed no difference (H = 11.60, df = 8, p = 0.170).

## 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 | −0.09 | −0.24 to 0.07 | 0.286 | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | −0.18 | −0.46 to 0.13 | 0.245 | 1.000 |
| ITO | 40 | 15 | 37.50% of 40 | 0.08 | −0.24 to 0.38 | 0.635 | 1.000 |
| BPO | 37 | 14 | 37.84% of 37 | −0.23 | −0.52 to 0.10 | 0.162 | 1.000 |
| KPO | 31 | 12 | 38.71% of 31 | 0.01 | −0.34 to 0.36 | 0.951 | 1.000 |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | −0.04 | † | 0.862 | 1.000 |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | −0.23 | † | 0.300 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | 0.02 | † | 0.941 | 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 | 0.03 | † | 0.921 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | 0.03 | † | 0.921 | 1.000 |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | −0.03 | † | 0.930 | 1.000 |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | −0.13 | † | 0.699 | 1.000 |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | −0.19 | † | 0.568 | 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 | −0.07 | −0.35 to 0.22 | 0.639 | 1.000 |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | −0.04 | −0.37 to 0.29 | 0.806 | 1.000 |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | 0.23 | † | 0.396 | 1.000 |
| 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 | −0.38 | † | 0.226 | 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 | −0.09 | −0.31 to 0.14 | 0.456 | 1.000 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | −0.09 | −0.31 to 0.14 | 0.449 | 1.000 |
| 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 | 0.63 | 0.27 to 1.48 | 0.54 | Not applicable | Not applicable | Not applicable | 0.004 |
| Outsourcing model | | | | | | | |
| CXM | 0.37 | 0.07 to 2.01 | 0.58 | Not applicable | Not applicable | Not applicable | 0.219 |
| ITO | 1.45 | 0.32 to 6.56 | 0.53 | Not applicable | Not applicable | Not applicable | 0.079 |
| BPO | 0.22 | 0.02 to 2.04 | 0.59 | Not applicable | Not applicable | Not applicable | 0.341 |
| KPO | 1.07 | 0.15 to 7.54 | 0.50 | Not applicable | Not applicable | Not applicable | 0.057 |
| Institution type | | | | | | | |
| Asset management | 0.82 | † n = 24 | 0.51 | Not applicable | Not applicable | Not applicable | 0.106 |
| Wealth management and private banking | 0.29 | † n = 23 | 0.60 | Not applicable | Not applicable | Not applicable | 0.361 |
| Investment banking (advisory and capital-markets origination) | 1.13 | † n = 19 | 0.51 | Not applicable | Not applicable | Not applicable | 0.122 |
| Insurance (life, property and casualty, health) | a | | | | | | |
| Commercial and business banking | 1.17 | † n = 13 | 0.51 | Not applicable | Not applicable | Not applicable | 0.189 |
| Payments and merchant acquiring (networks, acquiring, processing) | 1.17 | † n = 13 | 0.52 | Not applicable | Not applicable | Not applicable | 0.189 |
| Credit card and payments issuing | 0.89 | † n = 12 | 0.51 | Not applicable | Not applicable | Not applicable | 0.200 |
| Retail and consumer banking | 0.56 | † n = 12 | 0.56 | Not applicable | Not applicable | Not applicable | 0.291 |
| Markets and trading (sales and trading, global markets) | 0.71 | † n = 11 | 0.56 | Not applicable | Not applicable | Not applicable | 0.374 |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.69 | 0.15 to 3.17 | 0.53 | Not applicable | Not applicable | Not applicable | 0.056 |
| Technology engineering and operations | 0.79 | 0.13 to 4.79 | 0.52 | Not applicable | Not applicable | Not applicable | 0.066 |
| Client servicing and communications | 2.65 | † n = 16 | 0.56 | Not applicable | Not applicable | Not applicable | 0.390 |
| Trade, settlement and reconciliation | 3.00 | † n = 15 | 0.56 | Not applicable | Not applicable | Not applicable | 0.426 |
| Payments, cards and disputes | 0.20 | † n = 12 | 0.75 | Not applicable | Not applicable | Not applicable | 0.604 |
| 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 | 0.64 | 0.20 to 2.06 | 0.54 | Not applicable | Not applicable | Not applicable | 0.029 |
| Corporate Functional | 0.61 | 0.17 to 2.16 | 0.54 | Not applicable | Not applicable | Not applicable | 0.032 |
| 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 = −0.09, 95% CI −0.24 to 0.07, Holm p = 1.000, n = 150 engagements). Engagements with a portfolio director among the respondents had an odds ratio of cancellation of 0.63 (95% CI 0.27 to 1.48, p = 0.286), an interval that includes one. The association held after Holm correction in none of the 19 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 | −0.05 | −0.25 to 0.16 | 0.661 | 1.000 | −0.05 | 0.648 |
| Outsourcing model | | | | | | | |
| CXM | 27 | −0.11 | † | 0.598 | 1.000 | −0.06 | 0.757 |
| ITO | 25 | 0.26 | † | 0.207 | 1.000 | 0.27 | 0.190 |
| BPO | 23 | −0.06 | † | 0.799 | 1.000 | −0.04 | 0.839 |
| KPO | 19 | −0.36 | † | 0.126 | 1.000 | −0.37 | 0.120 |
| Institution type | | | | | | | |
| Asset management | 11 | 0.41 | † | 0.212 | 1.000 | 0.49 | 0.129 |
| Wealth management and private banking | 15 | −0.21 | † | 0.453 | 1.000 | −0.28 | 0.314 |
| Investment banking (advisory and capital-markets origination) | 10 | −0.04 | † | 0.909 | 1.000 | 0.00 | 1.000 |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | −0.47 | † | 0.173 | 1.000 | −0.42 | 0.228 |
| 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 | 0.21 | † | 0.279 | 1.000 | 0.17 | 0.395 |
| Technology engineering and operations | 25 | 0.12 | † | 0.555 | 1.000 | 0.13 | 0.535 |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | −0.18 | † | 0.611 | 1.000 | −0.03 | 0.924 |
| Credit, underwriting and suitability | 8 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 5 | ‡ | | | | | |
| Financial crime and client onboarding | 4 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 46 | −0.16 | −0.43 to 0.14 | 0.293 | 1.000 | −0.16 | 0.284 |
| Corporate Functional | 48 | 0.09 | −0.20 to 0.37 | 0.529 | 1.000 | 0.09 | 0.537 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | −0.10 | −0.44 to 0.26 | 0.579 | 1.000 | −0.10 | 0.607 |
| Active, Transition/Cut-Over | 43 | −0.09 | −0.38 to 0.22 | 0.568 | 1.000 | −0.11 | 0.463 |
| Active, Production | 20 | 0.16 | † | 0.503 | 1.000 | 0.18 | 0.436 |
| 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 | −1.25 | −6.91 to 4.41 | 0.00 | 0.006 | 150 | 0.06 | 0.441 |
| Outsourcing model | | | | | | | |
| CXM | −2.94 | † n = 27 | 0.01 | 0.160 | 42 | 0.15 | 0.353 |
| ITO | 6.55 | † n = 25 | 0.07 | 0.422 | 40 | −0.05 | 0.750 |
| BPO | −1.31 | † n = 23 | 0.00 | 0.129 | 37 | 0.21 | 0.217 |
| KPO | −12.56 | † n = 19 | 0.13 | 0.613 | 31 | −0.11 | 0.569 |
| Institution type | | | | | | | |
| Asset management | 9.83 | † n = 11 | 0.17 | 0.638 | 24 | 0.10 | 0.656 |
| Wealth management and private banking | −4.20 | † n = 15 | 0.04 | 0.369 | 23 | 0.16 | 0.456 |
| Investment banking (advisory and capital-markets origination) | −1.56 | † n = 10 | 0.00 | 0.239 | 19 | −0.02 | 0.938 |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | −14.29 | † n = 10 | 0.22 | 0.699 | 13 | −0.20 | 0.506 |
| 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 | 6.32 | † n = 28 | 0.04 | 0.319 | 47 | 0.12 | 0.421 |
| Technology engineering and operations | 3.13 | † n = 25 | 0.02 | 0.193 | 35 | 0.05 | 0.767 |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | −4.00 | † n = 10 | 0.03 | 0.372 | 12 | 0.27 | 0.395 |
| 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 | −4.79 | −13.85 to 4.27 | 0.03 | 0.163 | 76 | 0.03 | 0.805 |
| Corporate Functional | 2.25 | −4.90 to 9.41 | 0.01 | 0.073 | 74 | 0.10 | 0.388 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | −2.51 | −11.67 to 6.65 | 0.01 | 0.138 | 31 | −0.10 | 0.579 |
| Active, Transition/Cut-Over | −2.53 | −11.38 to 6.33 | 0.01 | 0.082 | 43 | −0.09 | 0.568 |
| Active, Production | 4.63 | † | 0.03 | 0.269 | 20 | 0.16 | 0.503 |
| 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 count was not associated with customer satisfaction (r = −0.05, 95% CI −0.25 to 0.16, 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 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 | 0.06 | −0.10 to 0.22 | 0.471 | 1.000 | 0.08 | 0.306 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 0.09 | −0.22 to 0.38 | 0.585 | 1.000 | 0.12 | 0.449 |
| ITO | 40 | 0.05 | −0.26 to 0.36 | 0.754 | 1.000 | 0.02 | 0.886 |
| BPO | 37 | 0.23 | −0.10 to 0.52 | 0.167 | 1.000 | 0.25 | 0.132 |
| KPO | 31 | −0.18 | −0.50 to 0.19 | 0.345 | 1.000 | −0.15 | 0.430 |
| Institution type | | | | | | | |
| Asset management | 24 | 0.14 | † | 0.528 | 1.000 | 0.08 | 0.708 |
| Wealth management and private banking | 23 | 0.10 | † | 0.649 | 1.000 | 0.18 | 0.413 |
| Investment banking (advisory and capital-markets origination) | 19 | −0.03 | † | 0.900 | 1.000 | 0.00 | 1.000 |
| Insurance (life, property and casualty, health) | 14 | a | | | | | |
| Commercial and business banking | 13 | −0.24 | † | 0.434 | 1.000 | −0.20 | 0.523 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | −0.19 | † | 0.529 | 1.000 | −0.13 | 0.663 |
| Credit card and payments issuing | 12 | −0.01 | † | 0.966 | 1.000 | −0.02 | 0.940 |
| Retail and consumer banking | 12 | −0.06 | † | 0.858 | 1.000 | −0.10 | 0.751 |
| Markets and trading (sales and trading, global markets) | 11 | 0.19 | † | 0.584 | 1.000 | 0.00 | 1.000 |
| Private equity and private capital | 9 | ‡ | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 0.10 | −0.19 to 0.38 | 0.484 | 1.000 | 0.08 | 0.576 |
| Technology engineering and operations | 35 | 0.10 | −0.24 to 0.42 | 0.575 | 1.000 | 0.08 | 0.644 |
| Client servicing and communications | 16 | −0.13 | † | 0.636 | 1.000 | −0.03 | 0.918 |
| Trade, settlement and reconciliation | 15 | −0.18 | † | 0.518 | 1.000 | −0.12 | 0.660 |
| Payments, cards and disputes | 12 | 0.20 | † | 0.528 | 1.000 | 0.32 | 0.313 |
| Credit, underwriting and suitability | 9 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 9 | ‡ | | | | | |
| Financial crime and client onboarding | 7 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | 0.02 | −0.20 to 0.25 | 0.830 | 1.000 | 0.07 | 0.544 |
| Corporate Functional | 74 | 0.10 | −0.13 to 0.32 | 0.413 | 1.000 | 0.11 | 0.368 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | −0.03 | −0.38 to 0.33 | 0.890 | 1.000 | 0.01 | 0.961 |
| Active, Transition/Cut-Over | 43 | −0.06 | −0.36 to 0.24 | 0.690 | 1.000 | −0.09 | 0.576 |
| Active, Production | 20 | 0.02 | † | 0.922 | 1.000 | 0.02 | 0.928 |
| Canceled | 56 | 0.08 | −0.18 to 0.34 | 0.540 | 1.000 | 0.17 | 0.210 |

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 | | 0.22 | −0.37 to 0.80 | 0.00 | 0.001 | Yes |
| Outsourcing model | | | | | | | |
| CXM | Not a component | | 0.33 | −0.88 to 1.54 | 0.01 | 0.082 | No |
| ITO | Not a component | | 0.15 | −0.84 to 1.14 | 0.00 | 0.058 | No |
| BPO | Not a component | | 0.78 | −0.34 to 1.89 | 0.05 | 0.335 | No |
| KPO | Not a component | | −0.77 | −2.42 to 0.88 | 0.03 | 0.242 | No |
| Institution type | | | | | | | |
| Asset management | Not a component | | 0.56 | † n = 24 | 0.02 | 0.214 | No |
| Wealth management and private banking | Not a component | | 0.33 | † n = 23 | 0.01 | 0.175 | No |
| Investment banking (advisory and capital-markets origination) | Not a component | | −0.11 | † n = 19 | 0.00 | 0.133 | No |
| Insurance (life, property and casualty, health) | a | | | | | | |
| Commercial and business banking | Not a component | | −0.79 | † n = 13 | 0.06 | 0.416 | No |
| Payments and merchant acquiring (networks, acquiring, processing) | Not a component | | −0.66 | † n = 13 | 0.04 | 0.358 | No |
| Credit card and payments issuing | Not a component | | −0.03 | † n = 12 | 0.00 | 0.188 | No |
| Retail and consumer banking | Not a component | | −0.19 | † n = 12 | 0.00 | 0.225 | No |
| Markets and trading (sales and trading, global markets) | Not a component | | 0.94 | † n = 11 | 0.03 | 0.366 | No |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | Not a component | | 0.42 | −0.78 to 1.61 | 0.01 | 0.088 | No |
| Technology engineering and operations | Not a component | | 0.31 | −0.80 to 1.41 | 0.01 | 0.116 | No |
| Client servicing and communications | Not a component | | −0.84 | † n = 16 | 0.02 | 0.257 | No |
| Trade, settlement and reconciliation | Not a component | | −0.95 | † n = 15 | 0.03 | 0.331 | No |
| Payments, cards and disputes | Not a component | | 0.52 | † n = 12 | 0.04 | 0.377 | 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 | | 0.09 | −0.76 to 0.94 | 0.00 | 0.008 | Yes |
| Corporate Functional | Not a component | | 0.35 | −0.49 to 1.19 | 0.01 | 0.037 | Yes |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | Not a component | | −0.07 | −1.08 to 0.94 | 0.00 | 0.067 | No |
| Active, Transition/Cut-Over | Not a component | | −0.17 | −1.01 to 0.68 | 0.00 | 0.059 | No |
| Active, Production | Not a component | | 0.08 | † n = 20 | 0.00 | 0.119 | No |
| Canceled | Not a component | | 0.14 | −0.32 to 0.59 | 0.01 | 0.050 | 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 = 0.06, 95% CI −0.10 to 0.22, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the 23 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 | −0.06 | −0.13 to 0.01 | −0.21 to 0.09 | 0.103 | 1.000 |
| Outsourcing model | | | | | | |
| CXM | 215 | −0.11 | −0.24 to 0.03 | −0.35 to 0.14 | 0.112 | 1.000 |
| ITO | 233 | 0.07 | −0.06 to 0.20 | −0.26 to 0.35 | 0.288 | 1.000 |
| BPO | 196 | −0.26 | −0.39 to −0.12 | −0.55 to 0.08 | < 0.001 | 0.007 |
| KPO | 154 | 0.14 | −0.01 to 0.30 | −0.19 to 0.42 | 0.074 | 1.000 |
| Institution type | | | | | | |
| Asset management | 122 | −0.12 | −0.29 to 0.06 | −0.60 to 0.32 | 0.189 | 1.000 |
| Wealth management and private banking | 132 | −0.13 | −0.30 to 0.04 | −0.50 to 0.27 | 0.129 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 98 | −0.01 | −0.21 to 0.19 | a | 0.927 | 1.000 |
| Insurance (life, property and casualty, health) | 71 | b | | | | |
| Commercial and business banking | 76 | 0.33 | 0.12 to 0.52 | −0.20 to 0.74 | 0.003 | 0.080 |
| Payments and merchant acquiring (networks, acquiring, processing) | 69 | 0.11 | −0.13 to 0.34 | −0.42 to 0.56 | 0.381 | 1.000 |
| Credit card and payments issuing | 70 | −0.01 | −0.24 to 0.23 | −0.56 to 0.53 | 0.965 | 1.000 |
| Retail and consumer banking | 67 | 0.00 | −0.24 to 0.24 | −0.49 to 0.51 | 0.979 | 1.000 |
| Markets and trading (sales and trading, global markets) | 55 | −0.16 | −0.41 to 0.11 | a | 0.229 | 1.000 |
| Private equity and private capital | 38 | −0.48 | −0.70 to −0.19 | a | 0.002 | 0.053 |
| Process family | | | | | | |
| Corporate and back-office functions | 226 | −0.06 | −0.19 to 0.07 | −0.31 to 0.18 | 0.354 | 1.000 |
| Technology engineering and operations | 194 | −0.03 | −0.17 to 0.11 | −0.38 to 0.30 | 0.680 | 1.000 |
| Client servicing and communications | 89 | 0.20 | −0.01 to 0.39 | a | 0.062 | 1.000 |
| Trade, settlement and reconciliation | 75 | 0.22 | −0.01 to 0.42 | a | 0.062 | 1.000 |
| Payments, cards and disputes | 70 | −0.43 | −0.60 to −0.22 | −0.78 to 0.07 | < 0.001 | 0.006 |
| Credit, underwriting and suitability | 53 | 0.43 | 0.18 to 0.63 | a | 0.001 | 0.034 |
| Regulatory, audit, tax and legal | 49 | −0.06 | −0.34 to 0.22 | § n = 9 | 0.669 | 1.000 |
| Financial crime and client onboarding | 42 | 0.12 | −0.19 to 0.41 | § n = 7 | 0.433 | 1.000 |
| Class of work | | | | | | |
| LOB Operational | 424 | −0.06 | −0.15 to 0.04 | −0.28 to 0.16 | 0.225 | 1.000 |
| Corporate Functional | 374 | −0.06 | −0.16 to 0.04 | −0.27 to 0.15 | 0.269 | 1.000 |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 166 | −0.13 | −0.28 to 0.02 | −0.38 to 0.11 | 0.087 | 1.000 |
| Active, Transition/Cut-Over | 237 | 0.10 | −0.02 to 0.23 | −0.17 to 0.36 | 0.111 | 1.000 |
| Active, Production | 95 | −0.02 | −0.22 to 0.19 | −0.30 to 0.30 | 0.880 | 1.000 |
| Canceled | 300 | 0.00 | −0.11 to 0.12 | −0.07 to 0.08 | 0.932 | 1.000 |

Note: § Too few engagements for a cluster bootstrap interval. 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 | −0.06 | 0.075 | Not applicable | Not applicable | 150 | −0.08 | −0.24 to 0.08 | 0.003 |
| Outsourcing model | | | | | | | | |
| CXM | −0.12 | 0.087 | Not applicable | Not applicable | 42 | −0.09 | −0.38 to 0.22 | 0.083 |
| ITO | 0.08 | 0.214 | Not applicable | Not applicable | 40 | −0.04 | −0.35 to 0.28 | 0.050 |
| BPO | −0.26 | < 0.001 | Not applicable | Not applicable | 37 | −0.27 | −0.55 to 0.06 | 0.422 |
| KPO | 0.14 | 0.090 | Not applicable | Not applicable | 31 | 0.15 | −0.22 to 0.48 | 0.199 |
| Institution type | | | | | | | | |
| Asset management | −0.06 | 0.532 | Not applicable | Not applicable | 24 | −0.20 | † | 0.319 |
| Wealth management and private banking | −0.14 | 0.114 | Not applicable | Not applicable | 23 | −0.11 | † | 0.182 |
| Investment banking (advisory and capital-markets origination) | −0.02 | 0.829 | Not applicable | Not applicable | 19 | 0.01 | † | 0.113 |
| Insurance (life, property and casualty, health) | a | | | | | | | |
| Commercial and business banking | 0.33 | 0.004 | Not applicable | Not applicable | 13 | 0.30 | † | 0.497 |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.10 | 0.436 | Not applicable | Not applicable | 13 | 0.08 | † | 0.232 |
| Credit card and payments issuing | 0.00 | 0.995 | Not applicable | Not applicable | 12 | 0.06 | † | 0.225 |
| Retail and consumer banking | −0.01 | 0.963 | Not applicable | Not applicable | 12 | 0.04 | † | 0.207 |
| Markets and trading (sales and trading, global markets) | −0.16 | 0.253 | Not applicable | Not applicable | 11 | −0.15 | † | 0.330 |
| Private equity and private capital | −0.52 | < 0.001 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Process family | | | | | | | | |
| Corporate and back-office functions | −0.09 | 0.175 | Not applicable | Not applicable | 47 | −0.07 | −0.35 to 0.22 | 0.054 |
| Technology engineering and operations | −0.04 | 0.616 | Not applicable | Not applicable | 35 | −0.13 | −0.44 to 0.21 | 0.153 |
| Client servicing and communications | 0.21 | 0.053 | Not applicable | Not applicable | 16 | 0.22 | † | 0.378 |
| Trade, settlement and reconciliation | 0.21 | 0.068 | Not applicable | Not applicable | 15 | 0.20 | † | 0.361 |
| Payments, cards and disputes | −0.38 | 0.001 | Not applicable | Not applicable | 12 | −0.37 | † | 0.596 |
| Credit, underwriting and suitability | 0.41 | 0.002 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Regulatory, audit, tax and legal | −0.10 | 0.504 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Financial crime and client onboarding | 0.05 | 0.752 | Not applicable | Not applicable | 7 | ‡ | ‡ | |
| Class of work | | | | | | | | |
| LOB Operational | −0.06 | 0.211 | Not applicable | Not applicable | 76 | −0.07 | −0.30 to 0.15 | 0.023 |
| Corporate Functional | −0.07 | 0.161 | Not applicable | Not applicable | 74 | −0.09 | −0.31 to 0.15 | 0.030 |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | −0.14 | 0.071 | Not applicable | Not applicable | 31 | −0.16 | −0.49 to 0.20 | 0.224 |
| Active, Transition/Cut-Over | 0.10 | 0.121 | Not applicable | Not applicable | 43 | 0.06 | −0.25 to 0.35 | 0.055 |
| Active, Production | 0.01 | 0.953 | Not applicable | Not applicable | 20 | −0.02 | † | 0.113 |
| Canceled | 0.02 | 0.775 | Not applicable | Not applicable | 56 | 0.00 | −0.26 to 0.26 | 0.013 |

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 intent to leave (r = −0.06, cluster bootstrap 95% CI −0.22 to 0.10, p = 0.466 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 three of the 27 segment levels tested, with signs in both directions. These 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 | −0.09 | −0.24 to 0.07 | 0.286 | Yes | 1 |
| Customer satisfaction | Clean estimate | Engagement | 94 | −0.05 | −0.25 to 0.16 | 0.661 | Yes | 4 |
| Engagement indicator mean | Full | Engagement | 150 | 0.06 | −0.10 to 0.22 | 0.471 | Yes | 2 |
| Intent to leave | Respondent level, clustered | Respondent | 798 | −0.06 | −0.22 to 0.10 | 0.466 | Yes | 3 |

Table 12. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | 0.02 | 0.84 | 0.399 | 1.000 | Did not differ |
| Cancellation rate and engagement indicator mean | 0.03 | 0.46 | 0.645 | 1.000 | Did not differ |
| Cancellation rate and intent to leave | 0.01 | 0.16 | 0.876 | 1.000 | Did not differ |
| Customer satisfaction and engagement indicator mean | 0.00 | 0.09 | 0.926 | 1.000 | Did not differ |
| Customer satisfaction and intent to leave | −0.02 | −0.43 | 0.665 | 1.000 | Did not differ |
| Engagement indicator mean and intent to leave | −0.02 | −0.43 | 0.665 | 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 | −0.09 | \|r\| < 0.30 | 0.004 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | −0.05 | \|r\| < 0.30 | 0.006 | < 0.001 | Yes | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | 150 | 0.06 | \|r\| < 0.30 | < 0.001 | 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Intent to leave | 798 | −0.06 | \|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 | −0.09 | −0.09 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | −0.05 | −0.05 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Engagement indicator mean | 0.06 | 0.08 | a | 0.02 | Yes |
| Rank correlation in place of Pearson | Intent to leave | −0.06 | −0.06 | a | −0.01 | Yes |
| Active engagements only | Engagement indicator mean | 0.06 | −0.03 | −0.23 to 0.17 | −0.09 | Yes |
| Active engagements only | Intent to leave | −0.06 | 0.02 | −0.07 to 0.10 | 0.07 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | −0.09 | −0.11 | −0.26 to 0.06 | −0.02 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | −0.05 | −0.01 | −0.22 to 0.19 | 0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Engagement indicator mean | 0.06 | 0.03 | −0.13 to 0.19 | −0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | −0.06 | −0.04 | −0.11 to 0.03 | 0.02 | Yes |
| Engagements weighted by respondent count | Cancellation rate | −0.09 | −0.09 | a | 0.00 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | −0.05 | −0.10 | a | −0.06 | Yes |
| Engagements weighted by respondent count | Engagement indicator mean | 0.06 | 0.04 | a | −0.02 | Yes |
| Bootstrap of engagements | Cancellation rate | −0.09 | −0.09 | −0.23 to 0.07 | 0.00 | Yes |
| Bootstrap of engagements | Customer satisfaction | −0.05 | −0.05 | −0.24 to 0.15 | 0.00 | Yes |
| Bootstrap of engagements | Engagement indicator mean | 0.06 | 0.06 | −0.08 to 0.20 | 0.00 | Yes |
| Bootstrap of engagements | Intent to leave | −0.06 | −0.06 | −0.22 to 0.10 | 0.00 | Yes |
| Thin-base segments removed | Cancellation rate | −0.09 | −0.06 | −0.28 to 0.16 | 0.02 | Yes |
| Thin-base segments removed | Customer satisfaction | −0.05 | 0.17 | −0.10 to 0.42 | 0.22 | Yes |
| Thin-base segments removed | Engagement indicator mean | 0.06 | 0.11 | −0.11 to 0.32 | 0.05 | Yes |
| Thin-base segments removed | Intent to leave | −0.06 | −0.05 | −0.15 to 0.04 | 0.01 | 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 | 0.09 | 0.60 | −0.51 | −7.30 | < 0.001 | < 0.001 |
| Customer satisfaction | 0.06 | 0.72 | −0.66 | −10.22 | < 0.001 | < 0.001 |
| Engagement indicator mean | 0.06 | 0.84 | −0.78 | −13.94 | < 0.001 | < 0.001 |
| Intent to leave | 0.08 | 0.71 | −0.63 | −9.82 | < 0.001 | < 0.001 |
| Spread of deviations | | | 0.27 | | | |
| 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, and its associations were near zero.

## Interpretation of the Data

A portfolio director was among the respondents on 31 of the 150 engagements. Engagements with and without a portfolio director among the respondents did not differ in cancellation, customer satisfaction, the engagement indicator mean or intent to leave, each association was equivalent to zero, and every robustness check held.

## 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 portfolio director who did not respond.

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. |
| Portfolio director | 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. |
| Odds ratio | The odds of cancellation on engagements with a portfolio director among the respondents, divided by the odds on the others. A value of one marks no difference. |

## 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:PD 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 | 1,935 |