Source: https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-4-c009/
Author: Phil Hatch
Publisher: Akholi

How many years have you been working in the outsourcing industry?

Study Data · Part 4 · Indicator Deep-Dive Analysis

# How many years have you been working in the outsourcing industry?

Indicator C009 · By Phil Hatch · Akholi · October 9, 2026

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## On this page

19 sectionsIndicator SpecificationSummary of FindingsDistribution of ResponsesDescriptive 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 | C009 |
| Question as asked | How many years have you been working in the outsourcing industry? |
| Failure category | Not one of the 100 rated indicators |
| Place in the survey | Respondent Demographics > 1.2 Experience and Expertise > Tenure |
| Indicator class | Respondent level |
| Indicator type | Typed number |
| Response scale | A number, as typed or recorded |
| Answering base | 806 of 850 respondents, across 150 of 150 engagements |
| Non-answers | I do not know 0, I prefer to not answer 0, blank 44 |

## 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 | −0.04 | −0.20 to 0.12 | 0.617 |
| Customer satisfaction | Clean estimate | 94 engagements | 0.06 | −0.15 to 0.26 | 0.573 |
| Engagement indicator mean | Full | 150 engagements | 0.07 | −0.09 to 0.22 | 0.415 |
| Intent to leave | Respondent level, clustered | 758 respondents | −0.07 | −0.14 to −0.01 | 0.025 |

Respondents typed the number of years they had worked in the outsourcing industry. The mean answer was 2.6 years and the median 1.0, from 0 to 17 (n = 806 respondents). An answer of zero, recorded as under one year, came from 112 respondents.

The engagement mean of experience was not associated with cancellation (r = −0.04, 95% CI −0.20 to 0.12, p = 0.617, n = 150 engagements), customer satisfaction among active engagements (r = 0.06, 95% CI −0.15 to 0.26, p = 0.573, n = 94 engagements) or the engagement indicator mean (r = 0.07, 95% CI −0.09 to 0.22, p = 0.415, n = 150 engagements), and each association was equivalent to zero. At respondent level, more experienced respondents reported lower intent to leave (r = −0.07, cluster bootstrap 95% CI −0.14 to −0.01, p = 0.025 with standard errors clustered by engagement, n = 758 respondents), an association small enough to be equivalent to zero as well. The association did not hold when the thin-base segments were removed. Industry experience differed sharply by role: individual contributors had a mean of 1.3 years, engagement managers 6.4 and portfolio directors 9.7.

## Distribution of Responses

Table 3. Distribution of responses, respondent levelTable

| Answer | Respondents | Share of answered (base 806) | Cumulative share | Engagements with at least one | Share of 150 engagements | Distressed |
| --- | --- | --- | --- | --- | --- | --- |
| 0.0 to 1.7 | 413 | 51.24% | 51.24% | 149 | 99.33% | Not applicable |
| 1.7 to 3.4 | 228 | 28.29% | 79.53% | 125 | 83.33% | Not applicable |
| 3.4 to 5.1 | 57 | 7.07% | 86.60% | 55 | 36.67% | Not applicable |
| 5.1 to 6.8 | 21 | 2.61% | 89.21% | 21 | 14.00% | Not applicable |
| 6.8 to 8.5 | 34 | 4.22% | 93.42% | 33 | 22.00% | Not applicable |
| 8.5 to 10.2 | 20 | 2.48% | 95.91% | 20 | 13.33% | Not applicable |
| 10.2 to 11.9 | 16 | 1.99% | 97.89% | 16 | 10.67% | Not applicable |
| 11.9 to 13.6 | 9 | 1.12% | 99.01% | 9 | 6.00% | Not applicable |
| 13.6 to 15.3 | 5 | 0.62% | 99.63% | 5 | 3.33% | Not applicable |
| 15.3 to 17.0 | 3 | 0.37% | 100.00% | 3 | 2.00% | Not applicable |
| I do not know | 0 | Not in base | Not in base | 0 | 0.00% | Not applicable |
| I prefer to not answer | 0 | Not in base | Not in base | 0 | 0.00% | Not applicable |
| Answered, total | 806 | 100.00% | | 150 | 100.00% | |

Table 4. Distribution of responses, engagement levelTable

| Engagement level summary | Engagements | Mean of engagement means | SD | Min | Median | Max | Engagements with a distressed mean | Share of engagements distressed |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Engagement means, as recorded | 150 | 2.6 | 1.0 | 0.8 | 2.3 | 5.6 | Not applicable | Not applicable |

Industry experience is a typed count of years and not a rating, so no distressed range applies. Answers concentrated at the low end: 413 of the 806 answers (51.24%) were under 1.7 years, and 87 (10.79%) were 7 years or more. No respondent answered I do not know or I prefer to not answer, and 112 answers of zero are counted as under one year. The engagement mean of experience ran from 0.8 to 5.6 years.

## 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 | 850 | 806 | 94.82% of 850 | 150 | 2.6 | 2.4 to 2.8 | 3.0 |
| Outsourcing model | | | | | | | |
| CXM | 232 | 218 | 93.97% of 232 | 42 | 2.7 | 2.3 to 3.1 | 3.0 |
| ITO | 244 | 235 | 96.31% of 244 | 40 | 2.5 | 2.1 to 2.9 | 2.8 |
| BPO | 209 | 194 | 92.82% of 209 | 37 | 2.4 | 2.0 to 2.8 | 2.8 |
| KPO | 165 | 159 | 96.36% of 165 | 31 | 2.7 | 2.2 to 3.2 | 3.4 |
| Institution type | | | | | | | |
| Asset management | 132 | 128 | 96.97% of 132 | 24 | 2.5 | 2.0 to 3.0 | 2.9 |
| Wealth management and private banking | 140 | 129 | 92.14% of 140 | 23 | 2.5 | 2.0 to 3.0 | 2.8 |
| Investment banking (advisory and capital-markets origination) | 105 | 101 | 96.19% of 105 | 19 | 2.5 | 1.9 to 3.1 | 3.1 |
| Insurance (life, property and casualty, health) | 78 | 74 | 94.87% of 78 | 14 | 2.6 | 1.9 to 3.3 | 3.1 |
| Commercial and business banking | 82 | 79 | 96.34% of 82 | 13 | 2.6 | 1.9 to 3.2 | 2.8 |
| Payments and merchant acquiring (networks, acquiring, processing) | 71 | 69 | 97.18% of 71 | 13 | 2.6 | 1.8 to 3.3 | 3.2 |
| Credit card and payments issuing | 73 | 67 | 91.78% of 73 | 12 | 2.7 | 2.0 to 3.5 | 3.0 |
| Retail and consumer banking | 73 | 69 | 94.52% of 73 | 12 | 2.9 | 2.0 to 3.7 | 3.6 |
| Markets and trading (sales and trading, global markets) | 57 | 53 | 92.98% of 57 | 11 | 2.2 | 1.6 to 2.7 | 2.0 |
| Private equity and private capital | 39 | 37 | 94.87% of 39 | 9 | 2.8 | 1.7 to 3.9 | 3.3 |
| Process family | | | | | | | |
| Corporate and back-office functions | 248 | 232 | 93.55% of 248 | 47 | 2.5 | 2.1 to 2.9 | 2.9 |
| Technology engineering and operations | 204 | 196 | 96.08% of 204 | 35 | 2.5 | 2.1 to 2.9 | 2.7 |
| Client servicing and communications | 94 | 89 | 94.68% of 94 | 16 | 2.5 | 1.9 to 3.1 | 3.0 |
| Trade, settlement and reconciliation | 80 | 77 | 96.25% of 80 | 15 | 2.6 | 1.9 to 3.3 | 3.1 |
| Payments, cards and disputes | 73 | 69 | 94.52% of 73 | 12 | 2.8 | 2.0 to 3.7 | 3.5 |
| Credit, underwriting and suitability | 57 | 53 | 92.98% of 57 | 9 | 2.7 | 1.9 to 3.6 | 3.2 |
| Regulatory, audit, tax and legal | 51 | 47 | 92.16% of 51 | 9 | 3.0 | 1.9 to 4.1 | 3.7 |
| Financial crime and client onboarding | 43 | 43 | 100.00% of 43 | 7 | 2.2 | 1.2 to 3.1 | 3.0 |
| Class of work | | | | | | | |
| LOB Operational | 451 | 429 | 95.12% of 451 | 76 | 2.6 | 2.3 to 2.9 | 3.2 |
| Corporate Functional | 399 | 377 | 94.49% of 399 | 74 | 2.5 | 2.2 to 2.8 | 2.8 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 175 | 168 | 96.00% of 175 | 31 | 2.5 | 2.1 to 3.0 | 2.8 |
| Active, Transition/Cut-Over | 250 | 235 | 94.00% of 250 | 43 | 2.6 | 2.2 to 3.0 | 3.0 |
| Active, Production | 103 | 100 | 97.09% of 103 | 20 | 2.6 | 2.0 to 3.2 | 3.0 |
| Canceled | 322 | 303 | 94.10% of 322 | 56 | 2.5 | 2.1 to 2.8 | 3.1 |
| Respondent role | | | | | | | |
| Individual Contributor | 667 | 623 | 93.40% of 667 | 150 | 1.3 | 1.2 to 1.3 | 0.9 |
| Engagement Manager | 150 | 150 | 100.00% of 150 | 150 | 6.4 | 5.9 to 6.9 | 3.0 |
| Portfolio Director | 31 | 31 | 100.00% of 31 | 31 | 9.7 | 8.4 to 11.1 | 3.8 |
| Customer Management Executive | 2 | 2 | 2 of 2 | 2 | ‡ | | |
| Vendor type | | | | | | | |
| IT services major | 316 | 301 | 95.25% of 316 | 59 | 2.6 | 2.3 to 3.0 | 3.0 |
| BPO specialist | 198 | 185 | 93.43% of 198 | 37 | 2.5 | 2.1 to 2.9 | 2.8 |
| Consulting firm | 117 | 113 | 96.58% of 117 | 23 | 2.6 | 2.0 to 3.2 | 3.3 |
| Boutique or specialist provider | 87 | 83 | 95.40% of 87 | 17 | 3.0 | 2.2 to 3.7 | 3.5 |
| Pure-play agentic AI firm | 75 | 71 | 94.67% of 75 | 14 | 2.7 | 2.0 to 3.4 | 2.8 |
| Not reported, recovered by engagement | 57 | 53 | 92.98% of 57 | 44 | 1.5 | 1.0 to 2.0 | 1.9 |

Note: ‡ 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 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Outsourcing model | | | | | | | |
| CXM | 0.0 | 1.0 | 2.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| ITO | 0.0 | 1.0 | 1.0 | 3.0 | 15.0 | Not applicable | Not applicable |
| BPO | 0.0 | 1.0 | 1.0 | 3.0 | 14.0 | Not applicable | Not applicable |
| KPO | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Institution type | | | | | | | |
| Asset management | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Wealth management and private banking | 0.0 | 1.0 | 1.0 | 3.0 | 15.0 | Not applicable | Not applicable |
| Investment banking (advisory and capital-markets origination) | 0.0 | 1.0 | 1.0 | 3.0 | 13.0 | Not applicable | Not applicable |
| Insurance (life, property and casualty, health) | 0.0 | 1.0 | 2.0 | 3.0 | 14.0 | Not applicable | Not applicable |
| Commercial and business banking | 0.0 | 1.0 | 1.0 | 3.0 | 14.0 | Not applicable | Not applicable |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Credit card and payments issuing | 0.0 | 1.0 | 2.0 | 3.0 | 12.0 | Not applicable | Not applicable |
| Retail and consumer banking | 0.0 | 1.0 | 2.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Markets and trading (sales and trading, global markets) | 0.0 | 1.0 | 2.0 | 3.0 | 10.0 | Not applicable | Not applicable |
| Private equity and private capital | 0.0 | 1.0 | 1.0 | 5.0 | 15.0 | Not applicable | Not applicable |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.0 | 1.0 | 2.0 | 3.0 | 15.0 | Not applicable | Not applicable |
| Technology engineering and operations | 0.0 | 1.0 | 1.0 | 3.0 | 13.0 | Not applicable | Not applicable |
| Client servicing and communications | 0.0 | 1.0 | 1.0 | 2.0 | 13.0 | Not applicable | Not applicable |
| Trade, settlement and reconciliation | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Payments, cards and disputes | 0.0 | 1.0 | 1.0 | 4.0 | 17.0 | Not applicable | Not applicable |
| Credit, underwriting and suitability | 0.0 | 1.0 | 2.0 | 3.0 | 14.0 | Not applicable | Not applicable |
| Regulatory, audit, tax and legal | 0.0 | 1.0 | 1.0 | 4.0 | 15.0 | Not applicable | Not applicable |
| Financial crime and client onboarding | 0.0 | 1.0 | 1.0 | 2.0 | 17.0 | Not applicable | Not applicable |
| Class of work | | | | | | | |
| LOB Operational | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Corporate Functional | 0.0 | 1.0 | 2.0 | 3.0 | 15.0 | Not applicable | Not applicable |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 0.0 | 1.0 | 2.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Active, Transition/Cut-Over | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Active, Production | 0.0 | 1.0 | 1.0 | 3.0 | 12.0 | Not applicable | Not applicable |
| Canceled | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| Respondent role | | | | | | | |
| Individual Contributor | 0.0 | 1.0 | 1.0 | 2.0 | 4.0 | Not applicable | Not applicable |
| Engagement Manager | 2.0 | 4.0 | 6.0 | 8.0 | 17.0 | Not applicable | Not applicable |
| Portfolio Director | 3.0 | 6.5 | 10.0 | 12.0 | 17.0 | Not applicable | Not applicable |
| Customer Management Executive | ‡ n = 2 | | | | | | |
| Vendor type | | | | | | | |
| IT services major | 0.0 | 1.0 | 1.0 | 3.0 | 17.0 | Not applicable | Not applicable |
| BPO specialist | 0.0 | 1.0 | 1.0 | 3.0 | 14.0 | Not applicable | Not applicable |
| Consulting firm | 0.0 | 1.0 | 1.0 | 2.0 | 17.0 | Not applicable | Not applicable |
| Boutique or specialist provider | 0.0 | 1.0 | 2.0 | 3.5 | 17.0 | Not applicable | Not applicable |
| Pure-play agentic AI firm | 0.0 | 1.0 | 2.0 | 3.0 | 12.0 | Not applicable | Not applicable |
| Not reported, recovered by engagement | 0.0 | 1.0 | 1.0 | 2.0 | 13.0 | Not applicable | Not applicable |

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

Every figure in the segment tables is at respondent level. Segments with fewer than 30 respondents 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 | 1.02 | 3, 78.2 | 0.389 | 1.000 | −0.002 | 0.000 to 0.050 |
| Institution type | 0.33 | 8, 49.4 | 0.952 | 1.000 | −0.035 | 0.000 to 0.011 |
| Process family | 0.09 | 4, 37.9 | 0.985 | 1.000 | −0.028 | 0.000 to 0.000 |
| Class of work | 0.16 | 1, 147.4 | 0.690 | 1.000 | −0.006 | 0.000 to 0.025 |
| Engagement status and lifecycle stage | 0.13 | 3, 64.6 | 0.943 | 1.000 | −0.018 | 0.000 to 0.002 |
| Respondent role | 297.16 | 2, 67.3 | < 0.001 | < 0.001 | 0.689 | 0.664 to 0.712 |
| Vendor type | 3.26 | 5, 244.0 | 0.007 | 0.043 | 0.004 | 0.000 to 0.019 |

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 | 1.89 | 0.596 | Not applicable | Not applicable | Not applicable | Not applicable | None |
| Institution type | 3.74 | 0.880 | Not applicable | Not applicable | Not applicable | Not applicable | Private equity and private capital, n = 9 |
| Process family | 0.14 | 0.998 | 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 | 0.00 | 0.991 | Not applicable | Not applicable | Not applicable | Not applicable | None |
| Engagement status and lifecycle stage | 1.58 | 0.665 | Not applicable | Not applicable | Not applicable | Not applicable | None |
| Respondent role | 426.93 | < 0.001 | Not applicable | Not applicable | Not applicable | Not applicable | Customer Management Executive, n = 2 |
| Vendor type | 7.13 | 0.211 | Not applicable | Not applicable | Not applicable | Not applicable | None |

Segment families recorded at engagement level were tested on engagement means, and none differed after Holm correction. Respondent role and vendor type were tested on respondents. Industry experience differed by role (Welch F 297.16, Holm p < 0.001, omega squared 0.689): individual contributors had a mean of 1.3 years (n = 623), engagement managers 6.4 (n = 150) and portfolio directors 9.7 (n = 31). The customer management executive level, with two respondents, did not enter the test. Industry experience also differed by vendor type (Welch F 3.26, Holm p = 0.043), a small effect (omega squared 0.004).

## 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 described after cancellation. The association is therefore 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 | −0.04 | −0.20 to 0.12 | 0.617 | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | −0.15 | −0.43 to 0.16 | 0.344 | 1.000 |
| ITO | 40 | 15 | 37.50% of 40 | −0.03 | −0.34 to 0.29 | 0.869 | 1.000 |
| BPO | 37 | 14 | 37.84% of 37 | −0.15 | −0.46 to 0.18 | 0.360 | 1.000 |
| KPO | 31 | 12 | 38.71% of 31 | 0.17 | −0.20 to 0.50 | 0.359 | 1.000 |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | 0.12 | † | 0.578 | 1.000 |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | −0.15 | † | 0.492 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | 0.20 | † | 0.423 | 1.000 |
| Insurance (life, property and casualty, health) | 14 | 5 | 35.71% of 14 | 0.37 | † | 0.197 | 1.000 |
| Commercial and business banking | 13 | 4 | 30.77% of 13 | −0.36 | † | 0.231 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | 0.16 | † | 0.593 | 1.000 |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | −0.30 | † | 0.336 | 1.000 |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | −0.37 | † | 0.238 | 1.000 |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | −0.32 | † | 0.334 | 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 | 0.02 | −0.27 to 0.31 | 0.883 | 1.000 |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | −0.20 | −0.50 to 0.14 | 0.239 | 1.000 |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | 0.08 | † | 0.779 | 1.000 |
| Trade, settlement and reconciliation | 15 | 8 | 53.33% of 15 | 0.41 | † | 0.125 | 1.000 |
| Payments, cards and disputes | 12 | 2 | 16.67% of 12 | −0.41 | † | 0.182 | 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 | −0.10 | −0.32 to 0.13 | 0.407 | 1.000 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | 0.02 | −0.21 to 0.25 | 0.872 | 1.000 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0 | 0.00% of 31 | a | | | |
| Active, Transition/Cut-Over | 43 | 0 | 0.00% of 43 | a | | | |
| Active, Production | 20 | 0 | 0.00% of 20 | a | | | |
| Canceled | 56 | 56 | 100.00% of 56 | a | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: no variation in cancellation.Table 7b. Association with cancellation rate by segment, part 2 of 2Table

| Segment | Odds ratio per point | 95% CI | AUC | Rate, distressed engagements | Rate, other engagements | Fisher p | TOST p |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 0.92 | 0.65 to 1.29 | 0.56 | Not applicable | Not applicable | Not applicable | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 0.72 | 0.37 to 1.41 | 0.62 | Not applicable | Not applicable | Not applicable | 0.161 |
| ITO | 0.94 | 0.48 to 1.84 | 0.54 | Not applicable | Not applicable | Not applicable | 0.043 |
| BPO | 0.65 | 0.26 to 1.61 | 0.64 | Not applicable | Not applicable | Not applicable | 0.186 |
| KPO | 1.37 | 0.71 to 2.67 | 0.58 | Not applicable | Not applicable | Not applicable | 0.234 |
| Institution type | | | | | | | |
| Asset management | 1.29 | † n = 24 | 0.52 | Not applicable | Not applicable | Not applicable | 0.193 |
| Wealth management and private banking | 0.72 | † n = 23 | 0.67 | Not applicable | Not applicable | Not applicable | 0.241 |
| Investment banking (advisory and capital-markets origination) | 1.52 | † n = 19 | 0.55 | Not applicable | Not applicable | Not applicable | 0.327 |
| Insurance (life, property and casualty, health) | 4.05 | † n = 14 | 0.72 | Not applicable | Not applicable | Not applicable | 0.599 |
| Commercial and business banking | 0.28 | † n = 13 | 0.72 | Not applicable | Not applicable | Not applicable | 0.581 |
| Payments and merchant acquiring (networks, acquiring, processing) | 1.44 | † n = 13 | 0.67 | Not applicable | Not applicable | Not applicable | 0.324 |
| Credit card and payments issuing | 0.50 | † n = 12 | 0.69 | Not applicable | Not applicable | Not applicable | 0.506 |
| Retail and consumer banking | 0.47 | † n = 12 | 0.72 | Not applicable | Not applicable | Not applicable | 0.592 |
| Markets and trading (sales and trading, global markets) | 0.33 | † n = 11 | 0.71 | Not applicable | Not applicable | Not applicable | 0.527 |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 1.05 | 0.57 to 1.94 | 0.51 | Not applicable | Not applicable | Not applicable | 0.028 |
| Technology engineering and operations | 0.56 | 0.22 to 1.46 | 0.64 | Not applicable | Not applicable | Not applicable | 0.281 |
| Client servicing and communications | 1.19 | † n = 16 | 0.52 | Not applicable | Not applicable | Not applicable | 0.200 |
| Trade, settlement and reconciliation | 4.22 | † n = 15 | 0.65 | Not applicable | Not applicable | Not applicable | 0.675 |
| Payments, cards and disputes | 0.00 | † n = 12 | 0.95 | Not applicable | Not applicable | Not applicable | 0.651 |
| 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 | 0.82 | 0.51 to 1.31 | 0.61 | Not applicable | Not applicable | Not applicable | 0.035 |
| Corporate Functional | 1.04 | 0.63 to 1.74 | 0.51 | Not applicable | Not applicable | Not applicable | 0.007 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | a | | | | | | |
| Active, Transition/Cut-Over | a | | | | | | |
| Active, Production | a | | | | | | |
| Canceled | a | | | | | | |

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

Across the study set, the engagement mean of experience was not associated with cancellation (r = −0.04, 95% CI −0.20 to 0.12, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the 20 segment levels tested.

## Association with Customer Satisfaction

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

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

| Segment | Active engagements | Clean r | 95% CI | p | Holm p | Spearman rho | p |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 94 | 0.06 | −0.15 to 0.26 | 0.573 | 1.000 | 0.08 | 0.470 |
| Outsourcing model | | | | | | | |
| CXM | 27 | 0.11 | † | 0.587 | 1.000 | 0.18 | 0.365 |
| ITO | 25 | 0.12 | † | 0.575 | 1.000 | 0.17 | 0.403 |
| BPO | 23 | 0.11 | † | 0.611 | 1.000 | 0.05 | 0.804 |
| KPO | 19 | −0.09 | † | 0.716 | 1.000 | −0.13 | 0.606 |
| Institution type | | | | | | | |
| Asset management | 11 | 0.22 | † | 0.510 | 1.000 | 0.14 | 0.687 |
| Wealth management and private banking | 15 | 0.07 | † | 0.808 | 1.000 | 0.03 | 0.914 |
| Investment banking (advisory and capital-markets origination) | 10 | −0.09 | † | 0.802 | 1.000 | −0.04 | 0.920 |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | −0.01 | † | 0.975 | 1.000 | 0.16 | 0.662 |
| 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 | 0.37 | † | 0.056 | 0.948 | 0.41 | 0.032 |
| Technology engineering and operations | 25 | 0.00 | † | 0.983 | 1.000 | −0.01 | 0.973 |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | −0.28 | † | 0.439 | 1.000 | −0.18 | 0.626 |
| Credit, underwriting and suitability | 8 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 5 | ‡ | | | | | |
| Financial crime and client onboarding | 4 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 46 | −0.10 | −0.38 to 0.20 | 0.529 | 1.000 | −0.08 | 0.584 |
| Corporate Functional | 48 | 0.26 | −0.03 to 0.50 | 0.079 | 1.000 | 0.24 | 0.099 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0.05 | −0.31 to 0.39 | 0.810 | 1.000 | 0.00 | 0.999 |
| Active, Transition/Cut-Over | 43 | 0.06 | −0.25 to 0.35 | 0.709 | 1.000 | 0.05 | 0.769 |
| Active, Production | 20 | 0.06 | † | 0.793 | 1.000 | 0.03 | 0.911 |
| Canceled | 0 | a | | | | | |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a Not tested: canceled engagements fall outside the active population.Table 8b. Association with customer satisfaction by segment, part 2 of 2Table

| Segment | Slope, points per rating point | 95% CI | R squared | TOST p | All engagements | Descriptive r | p |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 0.75 | −1.88 to 3.38 | 0.00 | 0.008 | 150 | 0.06 | 0.457 |
| Outsourcing model | | | | | | | |
| CXM | 1.35 | † n = 27 | 0.01 | 0.164 | 42 | 0.17 | 0.273 |
| ITO | 1.42 | † n = 25 | 0.01 | 0.185 | 40 | 0.05 | 0.757 |
| BPO | 1.50 | † n = 23 | 0.01 | 0.189 | 37 | 0.20 | 0.242 |
| KPO | −1.17 | † n = 19 | 0.01 | 0.189 | 31 | −0.16 | 0.391 |
| Institution type | | | | | | | |
| Asset management | 3.17 | † n = 11 | 0.05 | 0.408 | 24 | −0.05 | 0.804 |
| Wealth management and private banking | 0.67 | † n = 15 | 0.00 | 0.202 | 23 | 0.16 | 0.461 |
| Investment banking (advisory and capital-markets origination) | −1.43 | † n = 10 | 0.01 | 0.282 | 19 | −0.19 | 0.427 |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | −0.15 | † n = 10 | 0.00 | 0.215 | 13 | −0.14 | 0.659 |
| 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 | 4.95 | † n = 28 | 0.13 | 0.644 | 47 | 0.06 | 0.676 |
| Technology engineering and operations | −0.06 | † n = 25 | 0.00 | 0.076 | 35 | 0.18 | 0.292 |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | −2.46 | † n = 10 | 0.08 | 0.473 | 12 | 0.27 | 0.401 |
| 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 | −1.34 | −5.59 to 2.91 | 0.01 | 0.080 | 76 | 0.09 | 0.461 |
| Corporate Functional | 2.91 | −0.35 to 6.17 | 0.07 | 0.375 | 74 | 0.04 | 0.759 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 0.49 | −3.62 to 4.60 | 0.00 | 0.081 | 31 | 0.05 | 0.810 |
| Active, Transition/Cut-Over | 0.79 | −3.47 to 5.05 | 0.00 | 0.056 | 43 | 0.06 | 0.709 |
| Active, Production | 0.82 | † | 0.00 | 0.154 | 20 | 0.06 | 0.793 |
| 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 engagement mean of experience was not associated with customer satisfaction (r = 0.06, 95% CI −0.15 to 0.26, 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). Industry experience 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 | 0.07 | −0.09 to 0.22 | 0.415 | 1.000 | 0.12 | 0.158 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 0.06 | −0.25 to 0.36 | 0.689 | 1.000 | 0.10 | 0.548 |
| ITO | 40 | 0.19 | −0.13 to 0.47 | 0.252 | 1.000 | 0.21 | 0.183 |
| BPO | 37 | 0.23 | −0.10 to 0.51 | 0.175 | 1.000 | 0.30 | 0.071 |
| KPO | 31 | −0.19 | −0.51 to 0.17 | 0.302 | 1.000 | −0.17 | 0.350 |
| Institution type | | | | | | | |
| Asset management | 24 | −0.03 | † | 0.879 | 1.000 | −0.01 | 0.965 |
| Wealth management and private banking | 23 | 0.10 | † | 0.637 | 1.000 | 0.19 | 0.384 |
| Investment banking (advisory and capital-markets origination) | 19 | 0.07 | † | 0.782 | 1.000 | 0.17 | 0.493 |
| Insurance (life, property and casualty, health) | 14 | −0.39 | † | 0.167 | 1.000 | −0.38 | 0.185 |
| Commercial and business banking | 13 | 0.15 | † | 0.617 | 1.000 | 0.14 | 0.658 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 0.01 | † | 0.984 | 1.000 | 0.01 | 0.971 |
| Credit card and payments issuing | 12 | 0.38 | † | 0.218 | 1.000 | 0.33 | 0.301 |
| Retail and consumer banking | 12 | 0.29 | † | 0.365 | 1.000 | 0.28 | 0.372 |
| Markets and trading (sales and trading, global markets) | 11 | 0.29 | † | 0.381 | 1.000 | 0.16 | 0.639 |
| Private equity and private capital | 9 | ‡ | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 0.04 | −0.25 to 0.32 | 0.812 | 1.000 | 0.05 | 0.750 |
| Technology engineering and operations | 35 | 0.25 | −0.09 to 0.54 | 0.150 | 1.000 | 0.20 | 0.260 |
| Client servicing and communications | 16 | −0.04 | † | 0.889 | 1.000 | −0.02 | 0.939 |
| Trade, settlement and reconciliation | 15 | −0.22 | † | 0.422 | 1.000 | −0.14 | 0.620 |
| Payments, cards and disputes | 12 | 0.19 | † | 0.546 | 1.000 | 0.34 | 0.276 |
| Credit, underwriting and suitability | 9 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 9 | ‡ | | | | | |
| Financial crime and client onboarding | 7 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | 0.05 | −0.17 to 0.28 | 0.649 | 1.000 | 0.16 | 0.163 |
| Corporate Functional | 74 | 0.08 | −0.15 to 0.31 | 0.472 | 1.000 | 0.09 | 0.451 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0.11 | −0.25 to 0.45 | 0.548 | 1.000 | 0.12 | 0.537 |
| Active, Transition/Cut-Over | 43 | 0.03 | −0.28 to 0.32 | 0.873 | 1.000 | 0.00 | 0.978 |
| Active, Production | 20 | 0.10 | † | 0.665 | 1.000 | 0.02 | 0.919 |
| Canceled | 56 | 0.03 | −0.24 to 0.29 | 0.848 | 1.000 | 0.12 | 0.392 |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.Table 9b. Association with the engagement indicator mean by segment, part 2 of 2Table

| Segment | r with indicator included | Change in r | Slope | 95% CI | R squared | TOST p | Equivalent |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | Not a component | | 0.10 | −0.14 to 0.34 | 0.00 | 0.002 | Yes |
| Outsourcing model | | | | | | | |
| CXM | Not a component | | 0.10 | −0.41 to 0.61 | 0.00 | 0.062 | No |
| ITO | Not a component | | 0.24 | −0.18 to 0.67 | 0.03 | 0.229 | No |
| BPO | Not a component | | 0.38 | −0.17 to 0.93 | 0.05 | 0.325 | No |
| KPO | Not a component | | −0.28 | −0.83 to 0.27 | 0.04 | 0.270 | No |
| Institution type | | | | | | | |
| Asset management | Not a component | | −0.05 | † n = 24 | 0.00 | 0.102 | No |
| Wealth management and private banking | Not a component | | 0.15 | † n = 23 | 0.01 | 0.180 | No |
| Investment banking (advisory and capital-markets origination) | Not a component | | 0.08 | † n = 19 | 0.00 | 0.167 | No |
| Insurance (life, property and casualty, health) | Not a component | | −0.96 | † n = 14 | 0.15 | 0.634 | No |
| Commercial and business banking | Not a component | | 0.27 | † n = 13 | 0.02 | 0.312 | No |
| Payments and merchant acquiring (networks, acquiring, processing) | Not a component | | 0.01 | † n = 13 | 0.00 | 0.169 | No |
| Credit card and payments issuing | Not a component | | 0.51 | † n = 12 | 0.15 | 0.612 | No |
| Retail and consumer banking | Not a component | | 0.35 | † n = 12 | 0.08 | 0.484 | No |
| Markets and trading (sales and trading, global markets) | Not a component | | 0.44 | † n = 11 | 0.09 | 0.492 | No |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | Not a component | | 0.06 | −0.44 to 0.56 | 0.00 | 0.035 | Yes |
| Technology engineering and operations | Not a component | | 0.39 | −0.15 to 0.93 | 0.06 | 0.376 | No |
| Client servicing and communications | Not a component | | −0.07 | † n = 16 | 0.00 | 0.164 | No |
| Trade, settlement and reconciliation | Not a component | | −0.30 | † n = 15 | 0.05 | 0.389 | No |
| Payments, cards and disputes | Not a component | | 0.20 | † n = 12 | 0.04 | 0.367 | 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 | | 0.08 | −0.26 to 0.42 | 0.00 | 0.014 | Yes |
| Corporate Functional | Not a component | | 0.13 | −0.23 to 0.50 | 0.01 | 0.029 | Yes |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | Not a component | | 0.13 | −0.32 to 0.58 | 0.01 | 0.149 | No |
| Active, Transition/Cut-Over | Not a component | | 0.03 | −0.37 to 0.44 | 0.00 | 0.036 | Yes |
| Active, Production | Not a component | | 0.16 | † n = 20 | 0.01 | 0.198 | No |
| Canceled | Not a component | | 0.01 | −0.14 to 0.17 | 0.00 | 0.020 | Yes |

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

The engagement mean of experience was not associated with the engagement indicator mean (r = 0.07, 95% CI −0.09 to 0.22, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in none of the 24 segment levels tested. At respondent level, with standard errors clustered by engagement, more experienced respondents gave slightly higher ratings of their own (r = 0.15, cluster bootstrap 95% CI 0.09 to 0.20, p < 0.001, n = 806 respondents).

## 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, with the engagement-level form reported alongside.

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 | 758 | −0.07 | −0.14 to 0.00 | −0.14 to −0.01 | 0.043 | 1.000 |
| Outsourcing model | | | | | | |
| CXM | 202 | −0.12 | −0.26 to 0.02 | −0.23 to −0.01 | 0.084 | 1.000 |
| ITO | 225 | −0.03 | −0.16 to 0.10 | −0.15 to 0.09 | 0.676 | 1.000 |
| BPO | 183 | −0.13 | −0.27 to 0.02 | −0.23 to −0.02 | 0.087 | 1.000 |
| KPO | 148 | 0.00 | −0.16 to 0.16 | −0.16 to 0.13 | 0.973 | 1.000 |
| Institution type | | | | | | |
| Asset management | 118 | −0.02 | −0.20 to 0.17 | −0.18 to 0.12 | 0.871 | 1.000 |
| Wealth management and private banking | 122 | −0.05 | −0.23 to 0.13 | −0.20 to 0.10 | 0.556 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 94 | 0.02 | −0.18 to 0.22 | −0.15 to 0.17 | 0.858 | 1.000 |
| Insurance (life, property and casualty, health) | 68 | −0.04 | −0.28 to 0.20 | −0.18 to 0.07 | 0.725 | 1.000 |
| Commercial and business banking | 74 | −0.12 | −0.34 to 0.12 | −0.31 to 0.05 | 0.325 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 67 | −0.10 | −0.33 to 0.14 | −0.34 to 0.14 | 0.418 | 1.000 |
| Credit card and payments issuing | 64 | −0.16 | −0.39 to 0.09 | −0.35 to 0.03 | 0.220 | 1.000 |
| Retail and consumer banking | 63 | −0.14 | −0.38 to 0.11 | −0.32 to 0.05 | 0.267 | 1.000 |
| Markets and trading (sales and trading, global markets) | 52 | −0.28 | −0.51 to −0.01 | −0.50 to 0.06 | 0.046 | 1.000 |
| Private equity and private capital | 36 | 0.07 | −0.26 to 0.39 | § n = 9 | 0.674 | 1.000 |
| Process family | | | | | | |
| Corporate and back-office functions | 213 | −0.07 | −0.21 to 0.06 | −0.18 to 0.02 | 0.292 | 1.000 |
| Technology engineering and operations | 187 | −0.02 | −0.16 to 0.12 | −0.15 to 0.10 | 0.776 | 1.000 |
| Client servicing and communications | 84 | −0.05 | −0.26 to 0.17 | −0.23 to 0.14 | 0.665 | 1.000 |
| Trade, settlement and reconciliation | 72 | 0.10 | −0.14 to 0.32 | −0.06 to 0.22 | 0.417 | 1.000 |
| Payments, cards and disputes | 66 | −0.21 | −0.43 to 0.03 | −0.36 to −0.04 | 0.090 | 1.000 |
| Credit, underwriting and suitability | 49 | 0.04 | −0.25 to 0.31 | § n = 9 | 0.804 | 1.000 |
| Regulatory, audit, tax and legal | 45 | −0.20 | −0.46 to 0.10 | § n = 9 | 0.194 | 1.000 |
| Financial crime and client onboarding | 42 | −0.24 | −0.51 to 0.07 | § n = 7 | 0.127 | 1.000 |
| Class of work | | | | | | |
| LOB Operational | 403 | −0.09 | −0.18 to 0.01 | −0.18 to 0.00 | 0.085 | 1.000 |
| Corporate Functional | 355 | −0.06 | −0.16 to 0.05 | −0.14 to 0.02 | 0.275 | 1.000 |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 159 | −0.17 | −0.32 to −0.01 | −0.27 to −0.09 | 0.034 | 1.000 |
| Active, Transition/Cut-Over | 224 | −0.13 | −0.25 to 0.00 | −0.26 to 0.00 | 0.056 | 1.000 |
| Active, Production | 92 | −0.03 | −0.23 to 0.17 | −0.19 to 0.16 | 0.768 | 1.000 |
| Canceled | 283 | 0.00 | −0.12 to 0.12 | −0.12 to 0.11 | 0.990 | 1.000 |
| Respondent role | | | | | | |
| Individual Contributor | 576 | −0.08 | −0.16 to 0.00 | −0.16 to 0.00 | 0.055 | 1.000 |
| Engagement Manager | 150 | −0.05 | −0.21 to 0.11 | −0.23 to 0.12 | 0.518 | 1.000 |
| Portfolio Director | 31 | 0.38 | 0.03 to 0.65 | 0.09 to 0.64 | 0.033 | 1.000 |
| Customer Management Executive | 1 | ‡ | | | | |
| Vendor type | | | | | | |
| IT services major | 287 | −0.04 | −0.15 to 0.08 | −0.14 to 0.06 | 0.524 | 1.000 |
| BPO specialist | 173 | −0.11 | −0.25 to 0.04 | −0.23 to 0.02 | 0.167 | 1.000 |
| Consulting firm | 105 | −0.07 | −0.26 to 0.12 | −0.29 to 0.13 | 0.478 | 1.000 |
| Boutique or specialist provider | 75 | −0.15 | −0.36 to 0.08 | −0.31 to 0.01 | 0.209 | 1.000 |
| Pure-play agentic AI firm | 68 | −0.14 | −0.37 to 0.10 | −0.30 to 0.01 | 0.254 | 1.000 |
| Not reported, recovered by engagement | 50 | 0.19 | −0.10 to 0.44 | −0.19 to 0.41 | 0.193 | 1.000 |

Note: § Too few engagements for a cluster bootstrap interval. ‡ Base under 10. No statistic is reported.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 | −0.10 | 0.004 | Not applicable | Not applicable | 150 | −0.11 | −0.26 to 0.05 | 0.007 |
| Outsourcing model | | | | | | | | |
| CXM | −0.09 | 0.211 | Not applicable | Not applicable | 42 | −0.17 | −0.45 to 0.14 | 0.191 |
| ITO | −0.11 | 0.094 | Not applicable | Not applicable | 40 | −0.08 | −0.38 to 0.24 | 0.080 |
| BPO | −0.13 | 0.091 | Not applicable | Not applicable | 37 | −0.31 | −0.58 to 0.01 | 0.532 |
| KPO | −0.07 | 0.428 | Not applicable | Not applicable | 31 | 0.16 | −0.21 to 0.49 | 0.217 |
| Institution type | | | | | | | | |
| Asset management | −0.10 | 0.293 | Not applicable | Not applicable | 24 | −0.12 | † | 0.195 |
| Wealth management and private banking | −0.09 | 0.321 | Not applicable | Not applicable | 23 | −0.11 | † | 0.181 |
| Investment banking (advisory and capital-markets origination) | −0.04 | 0.708 | Not applicable | Not applicable | 19 | 0.20 | † | 0.332 |
| Insurance (life, property and casualty, health) | −0.02 | 0.840 | Not applicable | Not applicable | 14 | 0.15 | † | 0.300 |
| Commercial and business banking | −0.14 | 0.234 | Not applicable | Not applicable | 13 | −0.01 | † | 0.170 |
| Payments and merchant acquiring (networks, acquiring, processing) | −0.14 | 0.266 | Not applicable | Not applicable | 13 | −0.10 | † | 0.253 |
| Credit card and payments issuing | −0.18 | 0.165 | Not applicable | Not applicable | 12 | −0.34 | † | 0.556 |
| Retail and consumer banking | −0.15 | 0.246 | Not applicable | Not applicable | 12 | −0.28 | † | 0.479 |
| Markets and trading (sales and trading, global markets) | −0.14 | 0.318 | Not applicable | Not applicable | 11 | −0.57 | † | 0.829 |
| Private equity and private capital | −0.02 | 0.918 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Process family | | | | | | | | |
| Corporate and back-office functions | −0.12 | 0.077 | Not applicable | Not applicable | 47 | −0.14 | −0.41 to 0.15 | 0.133 |
| Technology engineering and operations | −0.11 | 0.151 | Not applicable | Not applicable | 35 | −0.06 | −0.39 to 0.28 | 0.080 |
| Client servicing and communications | −0.01 | 0.961 | Not applicable | Not applicable | 16 | −0.09 | † | 0.215 |
| Trade, settlement and reconciliation | 0.06 | 0.641 | Not applicable | Not applicable | 15 | 0.17 | † | 0.318 |
| Payments, cards and disputes | −0.21 | 0.098 | Not applicable | Not applicable | 12 | −0.23 | † | 0.413 |
| Credit, underwriting and suitability | −0.14 | 0.348 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Regulatory, audit, tax and legal | −0.18 | 0.244 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Financial crime and client onboarding | −0.02 | 0.882 | Not applicable | Not applicable | 7 | ‡ | ‡ | |
| Class of work | | | | | | | | |
| LOB Operational | −0.10 | 0.049 | Not applicable | Not applicable | 76 | −0.11 | −0.33 to 0.12 | 0.043 |
| Corporate Functional | −0.10 | 0.055 | Not applicable | Not applicable | 74 | −0.11 | −0.33 to 0.13 | 0.043 |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | −0.17 | 0.035 | Not applicable | Not applicable | 31 | −0.16 | −0.49 to 0.21 | 0.217 |
| Active, Transition/Cut-Over | −0.13 | 0.054 | Not applicable | Not applicable | 43 | −0.08 | −0.37 to 0.23 | 0.072 |
| Active, Production | −0.06 | 0.595 | Not applicable | Not applicable | 20 | 0.00 | † | 0.102 |
| Canceled | −0.03 | 0.561 | Not applicable | Not applicable | 56 | −0.04 | −0.30 to 0.23 | 0.024 |
| Respondent role | | | | | | | | |
| Individual Contributor | −0.08 | 0.044 | Not applicable | Not applicable | 150 | −0.06 | −0.22 to 0.10 | 0.001 |
| Engagement Manager | −0.08 | 0.344 | Not applicable | Not applicable | 150 | −0.05 | −0.21 to 0.11 | < 0.001 |
| Portfolio Director | 0.40 | 0.026 | Not applicable | Not applicable | 31 | 0.38 | 0.03 to 0.65 | 0.692 |
| Customer Management Executive | ‡ n = 1 | | | | | | | |
| Vendor type | | | | | | | | |
| IT services major | −0.09 | 0.135 | Not applicable | Not applicable | 59 | −0.05 | −0.30 to 0.21 | 0.026 |
| BPO specialist | −0.10 | 0.201 | Not applicable | Not applicable | 37 | −0.17 | −0.47 to 0.16 | 0.212 |
| Consulting firm | −0.13 | 0.196 | Not applicable | Not applicable | 23 | 0.01 | † | 0.088 |
| Boutique or specialist provider | −0.17 | 0.153 | Not applicable | Not applicable | 17 | −0.14 | † | 0.261 |
| Pure-play agentic AI firm | −0.16 | 0.186 | Not applicable | Not applicable | 14 | −0.41 | † | 0.658 |
| Not reported, recovered by engagement | 0.07 | 0.622 | Not applicable | Not applicable | 42 | 0.23 | −0.08 to 0.50 | 0.309 |

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

More experienced respondents reported lower intent to leave (r = −0.07, cluster bootstrap 95% CI −0.14 to −0.01, p = 0.025 with standard errors clustered by engagement, n = 758 respondents). The engagement-level form did not reach 0.05 (r = −0.11, 95% CI −0.26 to 0.05, n = 150 engagements). In the segment table, where the study-set row is corrected together with the segment levels, the study-set row gave Holm p = 1.000, and the association held in none of the 37 segment levels.

## 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 | −0.04 | −0.20 to 0.12 | 0.617 | Yes | 4 |
| Customer satisfaction | Clean estimate | Engagement | 94 | 0.06 | −0.15 to 0.26 | 0.573 | Yes | 3 |
| Engagement indicator mean | Full | Engagement | 150 | 0.07 | −0.09 to 0.22 | 0.415 | Yes | 2 |
| Intent to leave | Respondent level, clustered | Respondent | 758 | −0.07 | −0.14 to −0.01 | 0.025 | Yes | 1 |

Table 12. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | −0.02 | −0.70 | 0.486 | 1.000 | Did not differ |
| Cancellation rate and engagement indicator mean | −0.03 | −0.42 | 0.674 | 1.000 | Did not differ |
| Cancellation rate and intent to leave | −0.04 | −0.72 | 0.470 | 1.000 | Did not differ |
| Customer satisfaction and engagement indicator mean | −0.01 | −0.13 | 0.897 | 1.000 | Did not differ |
| Customer satisfaction and intent to leave | −0.02 | −0.46 | 0.645 | 1.000 | Did not differ |
| Engagement indicator mean and intent to leave | −0.01 | −0.24 | 0.807 | 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 weak.

## Clustering and Effective Sample Size

Table 13. Clustering and effective sample sizeTable

| Statistic | Value | Reading |
| --- | --- | --- |
| Clusters (engagements) | 150 | Engagements with one or more answers. |
| Mean respondents per engagement | 5.4 | Answers per engagement, among engagements with one or more answers. |
| ICC(1) | −0.10 | Share of the variance that lies between engagements. |
| Design effect | 1.00 | One plus the product of the ICC and the mean cluster size less one. |
| Nominal respondent n | 806 | Respondents who answered. |
| Effective n | 806 | Nominal n divided by the design effect. |
| Cluster bootstrap applied | No | Applied to every respondent-level interval where the ICC is 0.05 or above. |

Industry experience did not cluster within engagements (ICC −0.10): respondents on the same engagement typed different values, as a team of individual contributors and one engagement manager would. The design effect was 1.00, and the effective n equaled the 806 answers. Respondent-level tests still used standard errors clustered by engagement.

## Equivalence Tests of Null Results

Table 14. 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 | −0.04 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | 0.06 | \|r\| < 0.30 | < 0.001 | 0.008 | Yes | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | 150 | 0.07 | \|r\| < 0.30 | < 0.001 | 0.002 | Yes | 0.96 | 0.23 | 0.23 |
| Intent to leave | 758, effective 758 | −0.07 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 1.00 | 0.10 | 0.23 |

All four associations were equivalent to zero. Intent to leave was both different from zero and equivalent to zero: the association is detectable in 758 respondents and smaller than the bound of a meaningful effect. The detection floor shown is the study floor at 150 engagements.

## Robustness Checks

Table 15. Robustness checksTable

| Check | Measure | Primary r | Check r | 95% CI | Change | Conclusion holds |
| --- | --- | --- | --- | --- | --- | --- |
| Rank correlation in place of Pearson | Cancellation rate | −0.04 | −0.10 | a | −0.06 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | 0.06 | 0.08 | a | 0.02 | Yes |
| Rank correlation in place of Pearson | Engagement indicator mean | 0.07 | 0.12 | a | 0.05 | Yes |
| Rank correlation in place of Pearson | Intent to leave | −0.07 | −0.10 | a | −0.03 | Yes |
| Non-answers excluded, then imputed at the engagement mean | Intent to leave | −0.07 | −0.07 | a | 0.00 | Yes |
| Active engagements only | Engagement indicator mean | 0.07 | 0.07 | −0.14 to 0.27 | 0.00 | Yes |
| Active engagements only | Intent to leave | −0.07 | −0.12 | −0.21 to −0.03 | −0.04 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | −0.04 | −0.07 | −0.23 to 0.09 | −0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | 0.06 | 0.09 | −0.12 to 0.29 | 0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Engagement indicator mean | 0.07 | 0.09 | −0.07 to 0.24 | 0.02 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | −0.07 | −0.08 | −0.15 to −0.01 | −0.01 | Yes |
| Engagements weighted by respondent count | Cancellation rate | −0.04 | −0.06 | a | −0.02 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | 0.06 | 0.04 | a | −0.02 | Yes |
| Engagements weighted by respondent count | Engagement indicator mean | 0.07 | 0.07 | a | 0.00 | Yes |
| Bootstrap of engagements | Cancellation rate | −0.04 | −0.04 | −0.21 to 0.12 | 0.00 | Yes |
| Bootstrap of engagements | Customer satisfaction | 0.06 | 0.06 | −0.13 to 0.25 | 0.00 | Yes |
| Bootstrap of engagements | Engagement indicator mean | 0.07 | 0.07 | −0.09 to 0.23 | 0.00 | Yes |
| Bootstrap of engagements | Intent to leave | −0.07 | −0.07 | −0.14 to −0.01 | 0.00 | Yes |
| Thin-base segments removed | Cancellation rate | −0.04 | −0.07 | −0.28 to 0.15 | −0.03 | Yes |
| Thin-base segments removed | Customer satisfaction | 0.06 | 0.22 | −0.05 to 0.46 | 0.16 | Yes |
| Thin-base segments removed | Engagement indicator mean | 0.07 | 0.11 | −0.10 to 0.32 | 0.05 | Yes |
| Thin-base segments removed | Intent to leave | −0.07 | −0.05 | −0.15 to 0.05 | 0.02 | No |

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.

Twenty-one of the 22 checks held. A check holds when its test falls on the same side of 0.05 as the primary test. One check failed: with the thin-base segments removed, the association with intent to leave was r = −0.05, p = 0.222. The primary result for intent to leave therefore depends on the engagements in the smallest segments, and it is fragile.

The thin-base check removes the engagements in any level of outsourcing model or process family with fewer than 30 engagements. Institution type is not used for that check, because every one of its levels has fewer than 30 engagements.

## 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 16. Comparison with the study normTable

| Measure | The indicator, oriented r | Study median, oriented r | Deviation | Fisher z | p | Holm p |
| --- | --- | --- | --- | --- | --- | --- |
| Cancellation rate | 0.04 | 0.60 | −0.56 | −7.86 | < 0.001 | < 0.001 |
| Customer satisfaction | 0.06 | 0.72 | −0.66 | −10.25 | < 0.001 | < 0.001 |
| Engagement indicator mean | 0.07 | 0.84 | −0.77 | −13.85 | < 0.001 | < 0.001 |
| Intent to leave | 0.08 | 0.71 | −0.63 | −9.84 | < 0.001 | < 0.001 |
| Spread of deviations | | | 0.21 | | | |
| 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 indicator departed from the study's typical pattern on all four measures. The typical indicator is a rating with a strong association with each measure, with study medians from 0.60 to 0.84. Industry experience is not a rating, and its associations were weak.

## Interpretation of the Data

The engagement mean of experience was not associated with cancellation, customer satisfaction or the engagement indicator mean, and each result was equivalent to zero. At respondent level, more experienced respondents reported slightly lower intent to leave and rated the engagement slightly higher. Both associations are small, and industry experience tracks role closely. Role was itself associated with intent to leave and with the respondents' own ratings (C005), so these associations cannot be separated from role here.

## 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.

Industry experience is the respondents' typed report and not a record of employment. An answer of zero is counted as under one year.

Industry experience and role are closely aligned (omega squared 0.689). The analysis does not adjust for role, so the respondent-level associations with intent to leave and with the respondents' own ratings may reflect role rather than experience.

## Definitions

Table 17. DefinitionsTable

| Term | Definition |
| --- | --- |
| Response scale | A number of years, as typed by the respondent. An answer of zero is counted as under one year. |
| Answering base | Respondents who typed a number. |
| Non-answers | “I do not know” and “I prefer to not answer” are counted separately. They are excluded from the answering base and from the mean. |
| Indicator class | Respondent level: a property of the respondent rather than of the engagement. |
| Failure category | The five failure categories of the Study Taxonomy apply only to the rated indicators. The indicator carries none. |
| Engagement mean of experience | The mean of the answers of an engagement's respondents, used in every engagement-level test. |
| Engagement indicator mean | The mean of an engagement's ratings across the rated indicators. The indicator does not enter it. |
| Cluster bootstrap | An interval computed by resampling engagements rather than respondents, so that the answers from one engagement stay together. |
| Clustered test | A test whose standard error allows for the answers of respondents on the same engagement to be alike. |

## Sources and Provenance

Table 18. Sources and provenanceTable

| Source | Value |
| --- | --- |
| Study data | Study Data.xlsx, Data sheet, column C009, sha256 219eba0457274d04 |
| Statistics engine | compute_statistics.py, sha256 738319eef764602b |
| Statistics record | Computed Statistics.json, record C009, sha256 1ae50a3637fc9370 |
| Computed | October 13, 2026, 04:57 UTC |
| Template | Indicator Template v2, version 2.0 of 10 October 2026 |
| Figures placed by script | 2,408 |