Source: https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-4-c072/
Author: Phil Hatch
Publisher: Akholi

I talk with engagement management inside the customer regularly

Study Data · Part 4 · Indicator Deep-Dive Analysis

# I talk with engagement management inside the customer regularly

Indicator C072 · By Phil Hatch · Akholi · October 9, 2026

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## On this page

27 sectionsIndicator SpecificationSummary of FindingsDistribution of RatingsCoverage and Origin of Written ResponsesDistribution of Written SentimentCorrespondence Between Ratings and Written SentimentRating Profile of Respondents Providing Written ResponsesDescriptive Statistics by SegmentTests of Difference Between SegmentsWritten Sentiment by SegmentAssociation with Cancellation RateAssociation with Customer SatisfactionAssociation with the Engagement Indicator MeanAssociation with Intent to LeaveAssociation of Written Sentiment with the Study MeasuresComparison of Associations Across the Four MeasuresClustering and Effective Sample SizeEquivalence Tests of Null ResultsRobustness ChecksMeasure Independence and Part-Whole CorrectionComparison with the Study NormComparison of Written Sentiment with Other Part 4 IndicatorsCo-Occurring Indicators and ThemesInterpretation of the DataLimitationsDefinitionsSources and Provenance

## Indicator Specification

Table 1. Indicator specificationTable

| Field | Value |
| --- | --- |
| Indicator code | C072 |
| Question as asked | I talk with engagement management inside the customer regularly. |
| Failure category | Not one of the 100 rated indicators |
| Place in the survey | Customer Details > 3.3 Relationship and Communication > Communication Cadence |
| Indicator class | Respondent level |
| Indicator type | Rated, POS |
| Response scale | 1 to 10, higher is the better outcome |
| Answering base | 790 of 850 respondents, across 150 of 150 engagements |
| Non-answers | I do not know 0, I prefer to not answer 0, blank 60 |
| Written responses addressing the indicator | 26 responses from 26 respondents on 25 engagements (0 primary, 26 secondary) |

## 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 | 0.01 | −0.15 to 0.17 | 0.888 |
| Customer satisfaction | Clean estimate | 94 engagements | −0.01 | −0.21 to 0.19 | 0.937 |
| Engagement indicator mean | Full | 150 engagements | −0.01 | −0.17 to 0.15 | 0.859 |
| Intent to leave | Respondent level, clustered | 743 respondents | 0.05 | −0.02 to 0.12 | 0.170 |

The mean rating was 5.5 and the median 6.0 (n = 790 respondents). Ratings of 3 or below, the distressed range, made up 5.19% of the answers. The rating was not associated with cancellation (r = 0.01, 95% CI −0.15 to 0.17, p = 0.888, n = 150 engagements), customer satisfaction among active engagements (r = −0.01, 95% CI −0.21 to 0.19, p = 0.937, n = 94 engagements), the engagement indicator mean (r = −0.01, 95% CI −0.17 to 0.15, p = 0.859, n = 150 engagements) and intent to leave (r = 0.05, cluster bootstrap 95% CI −0.02 to 0.12, p = 0.170 with standard errors clustered by engagement, n = 743 respondents). Each of these associations was equivalent to zero. No segment family differed after Holm correction.

The 26 written responses came mostly from C114, on the financial institution's organization, and C156, on joint management. All nine negative responses carried the strongest negative score and came from respondents who never met anyone in the financial institution's management or saw no one from its side take part. Seven described a standing call or a shared list kept with a manager on the financial institution's side. Three of the four written outcome tests reached significance, and the fourth was not computed.

## Distribution of Ratings

Table 3. Distribution of ratings, respondent levelTable

| Answer | Respondents | Share of answered (base 790) | Cumulative share | Engagements with at least one | Share of 150 engagements | Distressed |
| --- | --- | --- | --- | --- | --- | --- |
| 1 | 0 | 0.00% | 0.00% | 0 | 0.00% | Yes |
| 2 | 5 | 0.63% | 0.63% | 5 | 3.33% | Yes |
| 3 | 36 | 4.56% | 5.19% | 34 | 22.67% | Yes |
| 4 | 125 | 15.82% | 21.01% | 84 | 56.00% | No |
| 5 | 221 | 27.97% | 48.99% | 124 | 82.67% | No |
| 6 | 226 | 28.61% | 77.59% | 123 | 82.00% | No |
| 7 | 127 | 16.08% | 93.67% | 89 | 59.33% | No |
| 8 | 43 | 5.44% | 99.11% | 39 | 26.00% | No |
| 9 | 7 | 0.89% | 100.00% | 6 | 4.00% | No |
| 10 | 0 | 0.00% | 100.00% | 0 | 0.00% | No |
| 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 | 790 | 100.00% | | 150 | 100.00% | |

Table 4. Distribution of ratings, 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, goodness view | 150 | 5.5 | 0.6 | 4.0 | 5.6 | 7.8 | 0 | 0.00% |

Ratings of 3 or below, the distressed range, accounted for 41 of the 790 answers (5.19%). The engagement mean fell in the distressed range in 0 of 150 engagements.

## Coverage and Origin of Written Responses

Figure 1. Written responses addressing the indicator, by question answered and written score (n = 26 responses)ExhibitNote: Each bar is one survey question. Every question lies outside the indicator's survey section, so every response is secondary. Segments wide enough to hold a label carry their count. C114 asked: “Add any comments on the customer organization that the ratings in this section do not capture.” C156 asked: “Add any comments on the joint management of this engagement that the ratings in this section do not capture.” C030 asked: “What are the top 3 things that you love most about your job?” C135 asked: “Add any comments on your employer that the ratings in this section do not capture.”Table 5. Written responses by originTable

| Origin | Responses | Respondents | Engagements | Negative | Strongest negative (−10) | Positive | Mean written score |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Primary | 0 | 0 | 0 | 0 | 0 | 0 | None |
| Secondary | 26 | 26 | 25 | 9 of 26 (34.62%) | 9 of 26 (34.62%) | 16 of 26 (61.54%) | 0.0 |
| All responses | 26 | 26 | 25 | 9 of 26 (34.62%) | 9 of 26 (34.62%) | 16 of 26 (61.54%) | 0.0 |

All 26 responses were secondary. Each answered a question outside the indicator's survey section and addressed the indicator in its content. They came from 4 questions.

Nine responses, each with the strongest negative score, came from respondents who never met or spoke with anyone in the financial institution's management: no one from its side came to sit with the queue in nineteen months, no one from the financial institution joined the standup, and in one case the respondent and the financial institution's release manager were never in the same meeting in three months. Several said they could not rate people they had never met.

Seven responses described a weekly or twice-weekly call, or a shared list sent every Friday, kept with a manager on the financial institution's side. Several said these arrangements settled questions faster but were not formal change control, and that nothing agreed on them was signed. Six responses said the financial institution's managers answered quickly or were good operators, and placed the difficulty in access for the agents, data that disagreed across systems, or the absence of anyone with authority to approve a change. One respondent said that both managers on a call agreed what should happen and that neither could authorize it.

## Distribution of Written Sentiment

Figure 2. Distribution of written sentiment (n = 26 responses)ExhibitNote: Column height is the share of the 26 responses. Labels give the count and the share.Table 6. Summary statistics of written sentimentTable

| Statistic | Value | Basis |
| --- | --- | --- |
| Mean written score | 0.0 | † n = 26 |
| Median written score | 5.0 | n = 26 responses |
| Negative responses | 9 of 26 (34.62%) | † n = 26 |
| Strongest negative responses (−10) | 9 of 26 (34.62%) | Statements of totality, constancy or serious harm |
| Positive responses | 16 of 26 (61.54%) | +5 or +10 |
| Net balance | 26.92 percentage points | Share positive minus share negative, base 26 responses |
| Respondent-level mean | 0.0 | Mean of each respondent's own mean written score, n = 26 respondents |

Note: † Base under 30. No interval is reported.

Of the 26 responses, 9 (34.62%, 95% CI 16.00% to 53.85%) were negative and 9 (34.62%) carried the strongest negative score of −10. Positive responses numbered 16 (61.54%), and 1 was neutral. The mean written score was 0.0 (95% CI −3.2 to 2.8, n = 26 responses), and the median was 5.0.

## Correspondence Between Ratings and Written Sentiment

Figure 3. Written score against the respondent's rating of the indicator (n = 25 responses with a rating)ExhibitNote: Each marker is one combination of written score and rating, and its area is proportional to the number of responses at that combination. The written score runs from −10 at the left to +10 at the right. The rating rises from the worst outcome at the bottom to the best at the top, and ratings of 3 or below are the distressed range. Of the 26 responses, 1 had no rating and are not shown.

Of the 26 responses, 25 came from respondents who also rated the indicator. Among them, the written score did not track the rating (Spearman rho −0.05, 95% CI −0.45 to 0.34, p = 0.798, n = 25 responses). Of the 8 negative responses with a rating, 1 came from respondents whose rating was in the distressed range.

## Rating Profile of Respondents Providing Written Responses

Figure 4. Distribution of ratings, respondents who wrote about the indicator and respondents who did notExhibitNote: The columns of each group sum to the whole of that group: 25 respondents who wrote about the indicator and gave a rating, and 765 who gave a rating without writing about it.

Respondents who wrote about the indicator and gave a rating numbered 25, with a mean rating of 5.3. The 765 respondents who rated the indicator without writing about it had a mean of 5.5. The difference, −0.2 (95% CI −0.8 to 0.4), included zero. Ratings in the distressed range made up 8.00% of the ratings from respondents who wrote (2 of 25) and 5.10% of the ratings from respondents who did not (39 of 765).

## Descriptive Statistics by Segment

Table 7a. Descriptive statistics by segment, part 1 of 2Table

| Segment | Base | Answered | Answer rate | Engagements | Mean | 95% CI | SD |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 850 | 790 | 92.94% of 850 | 150 | 5.5 | 5.4 to 5.6 | 1.3 |
| Outsourcing model | | | | | | | |
| CXM | 232 | 220 | 94.83% of 232 | 42 | 5.6 | 5.4 to 5.7 | 1.3 |
| ITO | 244 | 222 | 90.98% of 244 | 40 | 5.6 | 5.5 to 5.8 | 1.3 |
| BPO | 209 | 191 | 91.39% of 209 | 37 | 5.5 | 5.3 to 5.6 | 1.2 |
| KPO | 165 | 157 | 95.15% of 165 | 31 | 5.5 | 5.2 to 5.7 | 1.4 |
| Institution type | | | | | | | |
| Asset management | 132 | 127 | 96.21% of 132 | 24 | 5.6 | 5.3 to 5.8 | 1.2 |
| Wealth management and private banking | 140 | 130 | 92.86% of 140 | 23 | 5.4 | 5.1 to 5.6 | 1.2 |
| Investment banking (advisory and capital-markets origination) | 105 | 96 | 91.43% of 105 | 19 | 5.6 | 5.4 to 5.9 | 1.3 |
| Insurance (life, property and casualty, health) | 78 | 73 | 93.59% of 78 | 14 | 5.5 | 5.2 to 5.8 | 1.3 |
| Commercial and business banking | 82 | 72 | 87.80% of 82 | 13 | 5.6 | 5.3 to 5.9 | 1.4 |
| Payments and merchant acquiring (networks, acquiring, processing) | 71 | 65 | 91.55% of 71 | 13 | 5.6 | 5.3 to 5.9 | 1.2 |
| Credit card and payments issuing | 73 | 67 | 91.78% of 73 | 12 | 5.5 | 5.2 to 5.8 | 1.2 |
| Retail and consumer banking | 73 | 71 | 97.26% of 73 | 12 | 5.6 | 5.3 to 5.9 | 1.3 |
| Markets and trading (sales and trading, global markets) | 57 | 51 | 89.47% of 57 | 11 | 5.4 | 5.0 to 5.9 | 1.5 |
| Private equity and private capital | 39 | 38 | 97.44% of 39 | 9 | 5.7 | 5.3 to 6.1 | 1.3 |
| Process family | | | | | | | |
| Corporate and back-office functions | 248 | 233 | 93.95% of 248 | 47 | 5.5 | 5.3 to 5.7 | 1.4 |
| Technology engineering and operations | 204 | 187 | 91.67% of 204 | 35 | 5.6 | 5.4 to 5.7 | 1.2 |
| Client servicing and communications | 94 | 89 | 94.68% of 94 | 16 | 5.8 | 5.6 to 6.1 | 1.3 |
| Trade, settlement and reconciliation | 80 | 76 | 95.00% of 80 | 15 | 5.4 | 5.2 to 5.7 | 1.2 |
| Payments, cards and disputes | 73 | 63 | 86.30% of 73 | 12 | 5.3 | 4.9 to 5.6 | 1.3 |
| Credit, underwriting and suitability | 57 | 54 | 94.74% of 57 | 9 | 5.4 | 5.0 to 5.7 | 1.3 |
| Regulatory, audit, tax and legal | 51 | 48 | 94.12% of 51 | 9 | 5.8 | 5.4 to 6.2 | 1.4 |
| Financial crime and client onboarding | 43 | 40 | 93.02% of 43 | 7 | 5.4 | 5.0 to 5.8 | 1.3 |
| Class of work | | | | | | | |
| LOB Operational | 451 | 417 | 92.46% of 451 | 76 | 5.5 | 5.4 to 5.7 | 1.3 |
| Corporate Functional | 399 | 373 | 93.48% of 399 | 74 | 5.5 | 5.4 to 5.7 | 1.3 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 175 | 165 | 94.29% of 175 | 31 | 5.4 | 5.2 to 5.6 | 1.3 |
| Active, Transition/Cut-Over | 250 | 228 | 91.20% of 250 | 43 | 5.6 | 5.4 to 5.8 | 1.3 |
| Active, Production | 103 | 98 | 95.15% of 103 | 20 | 5.6 | 5.3 to 5.9 | 1.3 |
| Canceled | 322 | 299 | 92.86% of 322 | 56 | 5.6 | 5.4 to 5.7 | 1.3 |
| Respondent role | | | | | | | |
| Individual Contributor | 667 | 613 | 91.90% of 667 | 150 | 5.6 | 5.5 to 5.7 | 1.3 |
| Engagement Manager | 150 | 150 | 100.00% of 150 | 150 | 5.5 | 5.3 to 5.7 | 1.2 |
| Portfolio Director | 31 | 27 | 87.10% of 31 | 27 | 5.2 | † | 1.0 |
| Customer Management Executive | 2 | 0 | 0 of 2 | 0 | ‡ | | |
| Vendor type | | | | | | | |
| IT services major | 316 | 292 | 92.41% of 316 | 59 | 5.6 | 5.4 to 5.7 | 1.3 |
| BPO specialist | 198 | 178 | 89.90% of 198 | 37 | 5.5 | 5.3 to 5.7 | 1.3 |
| Consulting firm | 117 | 113 | 96.58% of 117 | 23 | 5.7 | 5.5 to 6.0 | 1.3 |
| Boutique or specialist provider | 87 | 82 | 94.25% of 87 | 17 | 5.6 | 5.3 to 5.9 | 1.3 |
| Pure-play agentic AI firm | 75 | 70 | 93.33% of 75 | 14 | 5.3 | 5.1 to 5.6 | 1.2 |
| Not reported, recovered by engagement | 57 | 55 | 96.49% of 57 | 45 | 5.2 | 4.8 to 5.6 | 1.3 |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.Table 7b. Descriptive statistics by segment, part 2 of 2Table

| Segment | Min | Q1 | Median | Q3 | Max | Distressed n | Distressed % |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 41 | 5.19% |
| Outsourcing model | | | | | | | |
| CXM | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 12 | 5.45% |
| ITO | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 10 | 4.50% |
| BPO | 2.0 | 5.0 | 5.0 | 6.0 | 8.0 | 9 | 4.71% |
| KPO | 2.0 | 4.0 | 5.0 | 6.0 | 9.0 | 10 | 6.37% |
| Institution type | | | | | | | |
| Asset management | 3.0 | 5.0 | 6.0 | 6.0 | 9.0 | 7 | 5.51% |
| Wealth management and private banking | 2.0 | 4.0 | 5.5 | 6.0 | 8.0 | 8 | 6.15% |
| Investment banking (advisory and capital-markets origination) | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 4 | 4.17% |
| Insurance (life, property and casualty, health) | 2.0 | 5.0 | 5.0 | 6.0 | 8.0 | 2 | 2.74% |
| Commercial and business banking | 3.0 | 5.0 | 5.5 | 6.0 | 9.0 | 3 | 4.17% |
| Payments and merchant acquiring (networks, acquiring, processing) | 2.0 | 5.0 | 6.0 | 6.0 | 8.0 | 2 | 3.08% |
| Credit card and payments issuing | 3.0 | 5.0 | 5.0 | 6.0 | 8.0 | 2 | 2.99% |
| Retail and consumer banking | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 4 | 5.63% |
| Markets and trading (sales and trading, global markets) | 3.0 | 4.0 | 5.0 | 7.0 | 9.0 | 7 | 13.73% |
| Private equity and private capital | 3.0 | 5.0 | 6.0 | 6.8 | 8.0 | 2 | 5.26% |
| Process family | | | | | | | |
| Corporate and back-office functions | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 17 | 7.30% |
| Technology engineering and operations | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 7 | 3.74% |
| Client servicing and communications | 3.0 | 5.0 | 6.0 | 7.0 | 9.0 | 3 | 3.37% |
| Trade, settlement and reconciliation | 3.0 | 5.0 | 5.0 | 6.0 | 9.0 | 3 | 3.95% |
| Payments, cards and disputes | 3.0 | 4.0 | 5.0 | 6.0 | 8.0 | 3 | 4.76% |
| Credit, underwriting and suitability | 2.0 | 5.0 | 5.0 | 6.0 | 8.0 | 3 | 5.56% |
| Regulatory, audit, tax and legal | 2.0 | 5.0 | 6.0 | 7.0 | 8.0 | 2 | 4.17% |
| Financial crime and client onboarding | 3.0 | 5.0 | 5.0 | 6.0 | 8.0 | 3 | 7.50% |
| Class of work | | | | | | | |
| LOB Operational | 2.0 | 5.0 | 5.0 | 6.0 | 9.0 | 20 | 4.80% |
| Corporate Functional | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 21 | 5.63% |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 2.0 | 5.0 | 5.0 | 6.0 | 8.0 | 10 | 6.06% |
| Active, Transition/Cut-Over | 2.0 | 5.0 | 6.0 | 7.0 | 9.0 | 12 | 5.26% |
| Active, Production | 3.0 | 5.0 | 6.0 | 6.0 | 9.0 | 4 | 4.08% |
| Canceled | 3.0 | 5.0 | 6.0 | 6.0 | 9.0 | 15 | 5.02% |
| Respondent role | | | | | | | |
| Individual Contributor | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 35 | 5.71% |
| Engagement Manager | 3.0 | 5.0 | 5.0 | 6.0 | 9.0 | 5 | 3.33% |
| Portfolio Director | 3.0 | 4.0 | 5.0 | 6.0 | 7.0 | 1 | 3.70% |
| Customer Management Executive | ‡ n = 0 | | | | | | |
| Vendor type | | | | | | | |
| IT services major | 2.0 | 5.0 | 6.0 | 6.0 | 9.0 | 12 | 4.11% |
| BPO specialist | 2.0 | 5.0 | 5.0 | 6.0 | 9.0 | 12 | 6.74% |
| Consulting firm | 3.0 | 5.0 | 6.0 | 7.0 | 9.0 | 5 | 4.42% |
| Boutique or specialist provider | 3.0 | 5.0 | 6.0 | 6.0 | 9.0 | 2 | 2.44% |
| Pure-play agentic AI firm | 3.0 | 4.0 | 5.0 | 6.0 | 8.0 | 4 | 5.71% |
| Not reported, recovered by engagement | 3.0 | 4.0 | 5.0 | 6.0 | 8.0 | 6 | 10.91% |

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 8a. Tests of difference between segments, part 1 of 2Table

| Segment family | Welch F | df | p | Holm p | Omega squared | 90% CI |
| --- | --- | --- | --- | --- | --- | --- |
| Outsourcing model | 0.74 | 3, 79.9 | 0.534 | 1.000 | −0.007 | 0.000 to 0.039 |
| Institution type | 0.37 | 8, 48.9 | 0.930 | 1.000 | −0.035 | 0.000 to 0.011 |
| Process family | 1.30 | 4, 36.5 | 0.289 | 1.000 | 0.027 | 0.000 to 0.111 |
| Class of work | 0.01 | 1, 138.4 | 0.937 | 1.000 | −0.007 | 0.000 to 0.003 |
| Engagement status and lifecycle stage | 0.94 | 3, 63.8 | 0.426 | 1.000 | −0.006 | 0.000 to 0.041 |
| Respondent role | 1.75 | 2, 68.9 | 0.182 | 1.000 | 0.001 | 0.000 to 0.011 |
| Vendor type | 1.80 | 5, 237.3 | 0.114 | 0.798 | 0.005 | 0.000 to 0.021 |

Table 8b. 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 | 2.13 | 0.546 | a | | | | None |
| Institution type | 2.02 | 0.981 | a | | | | Private equity and private capital, n = 9 |
| Process family | 5.86 | 0.210 | a | | | | Credit, underwriting and suitability, n = 9, Regulatory, audit, tax and legal, n = 9, Financial crime and client onboarding, n = 7 |
| Class of work | 0.02 | 0.885 | a | | | | None |
| Engagement status and lifecycle stage | 3.45 | 0.327 | a | | | | None |
| Respondent role | 2.79 | 0.248 | 1.51 | 2 | 0.554, simulated | 0.04 | Customer Management Executive, n = 0 |
| Vendor type | 8.72 | 0.121 | 6.65 | 5 | 0.244, simulated | 0.09 | None |

Note: a Not tested: fewer than two levels on one side of the table.

Segment families recorded at engagement level were tested on engagement means. Respondent role and vendor type were tested on respondents. Where an expected count fell below 5, the test of the distressed share used Fisher's exact test for a two-by-two table, marked exact, or a Monte Carlo test, marked simulated. No family differed after Holm correction.

## Written Sentiment by Segment

Figure 5. Written sentiment by engagement status and lifecycle stage, share of each group's responsesExhibitNote: Each bar is the whole of its group's responses, divided by written score from −10 at the left to +10 at the right. Segments large enough to hold a label carry their share.Table 9. Written sentiment by segmentTable

| Segment | Responses | Respondents | Engagements | Mean written score | Negative | Strongest negative (−10) |
| --- | --- | --- | --- | --- | --- | --- |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 11 | 11 | 11 | 3.2 | 1 of 11 (9.09%) | 1 of 11 (9.09%) |
| Active, Transition/Cut-Over | 1 | 1 | 1 | ‡ | 1 of 1 | 1 of 1 |
| Active, Production | 4 | 4 | 3 | ‡ | 0 of 4 | 0 of 4 |
| Canceled | 10 | 10 | 10 | −5.0 | 7 of 10 (70.00%) | 7 of 10 (70.00%) |
| Respondent role | | | | | | |
| Individual Contributor | 14 | 14 | 14 | −3.6 | 8 of 14 (57.14%) | 8 of 14 (57.14%) |
| Engagement Manager | 11 | 11 | 11 | 3.6 | 1 of 11 (9.09%) | 1 of 11 (9.09%) |
| Portfolio Director | 1 | 1 | 1 | ‡ | 0 of 1 | 0 of 1 |
| Customer Management Executive | 0 | 0 | 0 | No responses | | |

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

Written sentiment differed by engagement status and lifecycle stage across the 24 engagements with a written response (Kruskal-Wallis H 6.93, df 2, p = 0.031). Of the groups with 10 or more responses, responses from canceled engagements were the most negative (mean −5.0, 10 responses) and responses from active engagements in Build-Out the least negative (mean 3.2, 11 responses). Responses from active engagements in Transition/Cut-Over (1) and active engagements in Production (4) are reported as counts only.

No test across respondent roles was run, because fewer than two roles had 30 or more written responses. Individual contributors wrote 14, engagement managers wrote 11 and portfolio directors wrote 1 responses, reported as counts only.

## 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. The association is therefore a descriptive contrast and not a forecast of cancellation.

Table 10a. 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 | 0.01 | −0.15 to 0.17 | 0.888 | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | −0.15 | −0.43 to 0.16 | 0.352 | 1.000 |
| ITO | 40 | 15 | 37.50% of 40 | −0.12 | −0.41 to 0.20 | 0.475 | 1.000 |
| BPO | 37 | 14 | 37.84% of 37 | 0.22 | −0.12 to 0.51 | 0.197 | 1.000 |
| KPO | 31 | 12 | 38.71% of 31 | 0.15 | −0.21 to 0.48 | 0.415 | 1.000 |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | −0.43 | † | 0.035 | 0.739 |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | −0.15 | † | 0.493 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | −0.03 | † | 0.913 | 1.000 |
| Insurance (life, property and casualty, health) | 14 | 5 | 35.71% of 14 | 0.08 | † | 0.792 | 1.000 |
| Commercial and business banking | 13 | 4 | 30.77% of 13 | 0.58 | † | 0.038 | 0.769 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | 0.37 | † | 0.216 | 1.000 |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | −0.10 | † | 0.763 | 1.000 |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | 0.59 | † | 0.045 | 0.862 |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | −0.32 | † | 0.340 | 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 | −0.12 | −0.40 to 0.17 | 0.415 | 1.000 |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | −0.05 | −0.38 to 0.29 | 0.761 | 1.000 |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | −0.22 | † | 0.422 | 1.000 |
| Trade, settlement and reconciliation | 15 | 8 | 53.33% of 15 | −0.01 | † | 0.972 | 1.000 |
| Payments, cards and disputes | 12 | 2 | 16.67% of 12 | 0.35 | † | 0.264 | 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 | 0.11 | −0.12 to 0.33 | 0.355 | 1.000 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | −0.12 | −0.34 to 0.11 | 0.296 | 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 10b. Association with cancellation rate by segment, part 2 of 2Table

| Segment | Odds ratio per point | 95% CI | AUC | Rate, distressed engagements | Rate, other engagements | Fisher p | TOST p |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 1.04 | 0.60 to 1.80 | 0.50 | a | 37.33% of 150 | | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 0.60 | 0.21 to 1.73 | 0.63 | a | 35.71% of 42 | | 0.157 |
| ITO | 0.65 | 0.21 to 2.06 | 0.56 | a | 37.50% of 40 | | 0.120 |
| BPO | 2.06 | 0.69 to 6.20 | 0.63 | a | 37.84% of 37 | | 0.301 |
| KPO | 1.85 | 0.44 to 7.80 | 0.60 | a | 38.71% of 31 | | 0.204 |
| Institution type | | | | | | | |
| Asset management | 0.11 | † n = 24 | 0.72 | a | 54.17% of 24 | | 0.758 |
| Wealth management and private banking | 0.59 | † n = 23 | 0.58 | a | 34.78% of 23 | | 0.240 |
| Investment banking (advisory and capital-markets origination) | 0.92 | † n = 19 | 0.55 | a | 47.37% of 19 | | 0.129 |
| Insurance (life, property and casualty, health) | 1.33 | † n = 14 | 0.56 | a | 35.71% of 14 | | 0.221 |
| Commercial and business banking | 7.07 | † n = 13 | 0.86 | a | 30.77% of 13 | | 0.866 |
| Payments and merchant acquiring (networks, acquiring, processing) | 8.34 | † n = 13 | 0.73 | a | 23.08% of 13 | | 0.596 |
| Credit card and payments issuing | 0.61 | † n = 12 | 0.50 | a | 41.67% of 12 | | 0.263 |
| Retail and consumer banking | 27.30 | † n = 12 | 0.91 | a | 33.33% of 12 | | 0.861 |
| Markets and trading (sales and trading, global markets) | 0.38 | † n = 11 | 0.69 | a | 27.27% of 11 | | 0.523 |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.59 | 0.17 to 2.06 | 0.60 | a | 40.43% of 47 | | 0.107 |
| Technology engineering and operations | 0.81 | 0.21 to 3.05 | 0.51 | a | 28.57% of 35 | | 0.074 |
| Client servicing and communications | 0.54 | † n = 16 | 0.70 | a | 56.25% of 16 | | 0.372 |
| Trade, settlement and reconciliation | 0.98 | † n = 15 | 0.59 | a | 53.33% of 15 | | 0.150 |
| Payments, cards and disputes | 6.69 | † n = 12 | 0.78 | a | 16.67% of 12 | | 0.567 |
| Credit, underwriting and suitability | ‡ n = 9 | | | | | | |
| Regulatory, audit, tax and legal | ‡ n = 9 | | | | | | |
| Financial crime and client onboarding | ‡ n = 7 | | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 1.38 | 0.70 to 2.74 | 0.56 | a | 39.47% of 76 | | 0.042 |
| Corporate Functional | 0.60 | 0.23 to 1.56 | 0.58 | a | 35.14% of 74 | | 0.059 |
| 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 None in this row. b Not tested: no variation in cancellation.

Across the study set, the rating was not associated with cancellation (r = 0.01, 95% CI −0.15 to 0.17, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in zero 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 11a. 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 | −0.01 | −0.21 to 0.19 | 0.937 | 1.000 | −0.01 | 0.923 |
| Outsourcing model | | | | | | | |
| CXM | 27 | 0.19 | † | 0.336 | 1.000 | 0.11 | 0.570 |
| ITO | 25 | −0.20 | † | 0.343 | 1.000 | −0.21 | 0.321 |
| BPO | 23 | −0.20 | † | 0.371 | 1.000 | −0.11 | 0.608 |
| KPO | 19 | 0.14 | † | 0.575 | 1.000 | 0.15 | 0.552 |
| Institution type | | | | | | | |
| Asset management | 11 | 0.27 | † | 0.429 | 1.000 | 0.29 | 0.381 |
| Wealth management and private banking | 15 | 0.21 | † | 0.453 | 1.000 | 0.16 | 0.558 |
| Investment banking (advisory and capital-markets origination) | 10 | 0.31 | † | 0.377 | 1.000 | 0.33 | 0.345 |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | −0.36 | † | 0.307 | 1.000 | −0.25 | 0.479 |
| 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 | 0.12 | † | 0.541 | 1.000 | 0.06 | 0.781 |
| Technology engineering and operations | 25 | −0.02 | † | 0.910 | 1.000 | −0.02 | 0.943 |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | −0.59 | † | 0.073 | 1.000 | −0.66 | 0.039 |
| Credit, underwriting and suitability | 8 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 5 | ‡ | | | | | |
| Financial crime and client onboarding | 4 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 46 | −0.02 | −0.31 to 0.27 | 0.878 | 1.000 | −0.02 | 0.896 |
| Corporate Functional | 48 | 0.01 | −0.28 to 0.29 | 0.950 | 1.000 | −0.01 | 0.926 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | −0.24 | −0.55 to 0.12 | 0.187 | 1.000 | −0.20 | 0.287 |
| Active, Transition/Cut-Over | 43 | 0.02 | −0.28 to 0.32 | 0.909 | 1.000 | 0.03 | 0.868 |
| Active, Production | 20 | 0.11 | † | 0.638 | 1.000 | 0.14 | 0.567 |
| 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 11b. 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 | −0.16 | −4.16 to 3.83 | 0.00 | 0.002 | 150 | −0.01 | 0.857 |
| Outsourcing model | | | | | | | |
| CXM | 4.80 | † n = 27 | 0.04 | 0.287 | 42 | 0.17 | 0.292 |
| ITO | −3.36 | † n = 25 | 0.04 | 0.304 | 40 | 0.06 | 0.691 |
| BPO | −2.96 | † n = 23 | 0.04 | 0.309 | 37 | −0.26 | 0.123 |
| KPO | 3.11 | † n = 19 | 0.02 | 0.247 | 31 | −0.09 | 0.623 |
| Institution type | | | | | | | |
| Asset management | 6.00 | † n = 11 | 0.07 | 0.458 | 24 | 0.47 | 0.019 |
| Wealth management and private banking | 3.63 | † n = 15 | 0.04 | 0.369 | 23 | 0.19 | 0.381 |
| Investment banking (advisory and capital-markets origination) | 5.02 | † n = 10 | 0.10 | 0.516 | 19 | 0.08 | 0.739 |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | −12.08 | † n = 10 | 0.13 | 0.571 | 13 | −0.45 | 0.121 |
| 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 | 2.89 | † n = 28 | 0.01 | 0.173 | 47 | 0.15 | 0.320 |
| Technology engineering and operations | −0.46 | † n = 25 | 0.00 | 0.090 | 35 | 0.04 | 0.818 |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | −10.34 | † n = 10 | 0.35 | 0.834 | 12 | −0.55 | 0.065 |
| Credit, underwriting and suitability | ‡ n = 8 | | | | | | |
| Regulatory, audit, tax and legal | ‡ n = 5 | | | | | | |
| Financial crime and client onboarding | ‡ n = 4 | | | | | | |
| Class of work | | | | | | | |
| LOB Operational | −0.45 | −6.29 to 5.40 | 0.00 | 0.030 | 76 | −0.11 | 0.360 |
| Corporate Functional | 0.18 | −5.63 to 6.00 | 0.00 | 0.022 | 74 | 0.12 | 0.328 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | −5.15 | −12.96 to 2.65 | 0.06 | 0.373 | 31 | −0.24 | 0.187 |
| Active, Transition/Cut-Over | 0.34 | −5.58 to 6.25 | 0.00 | 0.033 | 43 | 0.02 | 0.909 |
| Active, Production | 2.17 | † | 0.01 | 0.208 | 20 | 0.11 | 0.638 |
| 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 rating was not associated with customer satisfaction (r = −0.01, 95% CI −0.21 to 0.19, Holm p = 1.000, n = 94 engagements). The association held after Holm correction in zero 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 indicator does not enter the mean.

Table 12a. 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 | −0.01 | −0.17 to 0.15 | 0.859 | 1.000 | −0.01 | 0.864 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 0.21 | −0.10 to 0.48 | 0.184 | 1.000 | 0.25 | 0.113 |
| ITO | 40 | −0.04 | −0.35 to 0.27 | 0.788 | 1.000 | −0.05 | 0.765 |
| BPO | 37 | −0.28 | −0.55 to 0.05 | 0.093 | 1.000 | −0.24 | 0.149 |
| KPO | 31 | −0.08 | −0.42 to 0.29 | 0.687 | 1.000 | −0.13 | 0.503 |
| Institution type | | | | | | | |
| Asset management | 24 | 0.45 | † | 0.027 | 0.668 | 0.39 | 0.057 |
| Wealth management and private banking | 23 | 0.15 | † | 0.508 | 1.000 | 0.08 | 0.714 |
| Investment banking (advisory and capital-markets origination) | 19 | 0.05 | † | 0.847 | 1.000 | 0.04 | 0.864 |
| Insurance (life, property and casualty, health) | 14 | 0.19 | † | 0.518 | 1.000 | 0.04 | 0.881 |
| Commercial and business banking | 13 | −0.41 | † | 0.170 | 1.000 | −0.41 | 0.168 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | −0.53 | † | 0.062 | 1.000 | −0.48 | 0.099 |
| Credit card and payments issuing | 12 | −0.24 | † | 0.443 | 1.000 | −0.26 | 0.422 |
| Retail and consumer banking | 12 | −0.43 | † | 0.159 | 1.000 | −0.50 | 0.094 |
| Markets and trading (sales and trading, global markets) | 11 | −0.03 | † | 0.937 | 1.000 | 0.02 | 0.957 |
| Private equity and private capital | 9 | ‡ | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 0.16 | −0.14 to 0.42 | 0.297 | 1.000 | 0.20 | 0.178 |
| Technology engineering and operations | 35 | −0.01 | −0.34 to 0.32 | 0.954 | 1.000 | −0.05 | 0.779 |
| Client servicing and communications | 16 | 0.29 | † | 0.269 | 1.000 | 0.42 | 0.102 |
| Trade, settlement and reconciliation | 15 | −0.32 | † | 0.251 | 1.000 | −0.08 | 0.775 |
| Payments, cards and disputes | 12 | −0.54 | † | 0.072 | 1.000 | −0.50 | 0.097 |
| Credit, underwriting and suitability | 9 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 9 | ‡ | | | | | |
| Financial crime and client onboarding | 7 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | −0.07 | −0.29 to 0.16 | 0.566 | 1.000 | −0.10 | 0.380 |
| Corporate Functional | 74 | 0.06 | −0.17 to 0.28 | 0.616 | 1.000 | 0.09 | 0.447 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | −0.18 | −0.50 to 0.19 | 0.345 | 1.000 | −0.16 | 0.386 |
| Active, Transition/Cut-Over | 43 | −0.06 | −0.35 to 0.24 | 0.699 | 1.000 | −0.06 | 0.711 |
| Active, Production | 20 | 0.06 | † | 0.808 | 1.000 | 0.04 | 0.852 |
| Canceled | 56 | 0.12 | −0.14 to 0.38 | 0.361 | 1.000 | 0.09 | 0.531 |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.Table 12b. 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 | | −0.04 | −0.43 to 0.36 | 0.00 | < 0.001 | Yes |
| Outsourcing model | | | | | | | |
| CXM | Not a component | | 0.53 | −0.26 to 1.31 | 0.04 | 0.272 | No |
| ITO | Not a component | | −0.10 | −0.83 to 0.64 | 0.00 | 0.053 | No |
| BPO | Not a component | | −0.56 | −1.21 to 0.10 | 0.08 | 0.449 | No |
| KPO | Not a component | | −0.24 | −1.43 to 0.95 | 0.01 | 0.108 | No |
| Institution type | | | | | | | |
| Asset management | Not a component | | 1.53 | † n = 24 | 0.20 | 0.792 | No |
| Wealth management and private banking | Not a component | | 0.36 | † n = 23 | 0.02 | 0.233 | No |
| Investment banking (advisory and capital-markets origination) | Not a component | | 0.08 | † n = 19 | 0.00 | 0.147 | No |
| Insurance (life, property and casualty, health) | Not a component | | 0.50 | † n = 14 | 0.04 | 0.347 | No |
| Commercial and business banking | Not a component | | −0.63 | † n = 13 | 0.16 | 0.648 | No |
| Payments and merchant acquiring (networks, acquiring, processing) | Not a component | | −1.97 | † n = 13 | 0.28 | 0.814 | No |
| Credit card and payments issuing | Not a component | | −0.72 | † n = 12 | 0.06 | 0.429 | No |
| Retail and consumer banking | Not a component | | −1.13 | † n = 12 | 0.19 | 0.679 | No |
| Markets and trading (sales and trading, global markets) | Not a component | | −0.05 | † n = 11 | 0.00 | 0.212 | No |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | Not a component | | 0.51 | −0.47 to 1.50 | 0.02 | 0.155 | No |
| Technology engineering and operations | Not a component | | −0.02 | −0.87 to 0.82 | 0.00 | 0.045 | Yes |
| Client servicing and communications | Not a component | | 0.64 | † n = 16 | 0.09 | 0.491 | No |
| Trade, settlement and reconciliation | Not a component | | −0.52 | † n = 15 | 0.10 | 0.525 | No |
| Payments, cards and disputes | Not a component | | −1.11 | † n = 12 | 0.29 | 0.807 | 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 | | −0.15 | −0.65 to 0.36 | 0.00 | 0.019 | Yes |
| Corporate Functional | Not a component | | 0.17 | −0.50 to 0.83 | 0.00 | 0.017 | Yes |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | Not a component | | −0.41 | −1.28 to 0.46 | 0.03 | 0.242 | No |
| Active, Transition/Cut-Over | Not a component | | −0.11 | −0.67 to 0.45 | 0.00 | 0.058 | No |
| Active, Production | Not a component | | 0.13 | † n = 20 | 0.00 | 0.150 | No |
| Canceled | Not a component | | 0.12 | −0.15 to 0.39 | 0.02 | 0.090 | No |

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

The rating was not associated with the engagement indicator mean (r = −0.01, 95% CI −0.17 to 0.15, Holm p = 1.000, n = 150 engagements). The association held after Holm correction in zero of the 24 segment levels tested.

## Association with Intent to Leave

Intent to leave is the answer to C019, “How likely are you to leave your current job in the next 12 months?”, rated 1 to 10. It is measured at respondent level on up to 798 respondents, with the engagement-level form reported alongside.

Table 13a. 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 | 743 | 0.05 | −0.02 to 0.12 | −0.02 to 0.12 | 0.167 | 1.000 |
| Outsourcing model | | | | | | |
| CXM | 204 | −0.04 | −0.17 to 0.10 | −0.16 to 0.08 | 0.591 | 1.000 |
| ITO | 214 | 0.01 | −0.13 to 0.14 | −0.16 to 0.16 | 0.898 | 1.000 |
| BPO | 179 | 0.17 | 0.02 to 0.31 | 0.01 to 0.31 | 0.023 | 0.813 |
| KPO | 146 | 0.08 | −0.08 to 0.24 | −0.06 to 0.21 | 0.335 | 1.000 |
| Institution type | | | | | | |
| Asset management | 117 | −0.06 | −0.24 to 0.12 | −0.23 to 0.11 | 0.521 | 1.000 |
| Wealth management and private banking | 122 | −0.04 | −0.22 to 0.14 | −0.24 to 0.16 | 0.651 | 1.000 |
| Investment banking (advisory and capital-markets origination) | 91 | 0.02 | −0.19 to 0.22 | −0.23 to 0.33 | 0.864 | 1.000 |
| Insurance (life, property and casualty, health) | 67 | −0.01 | −0.25 to 0.23 | −0.24 to 0.23 | 0.944 | 1.000 |
| Commercial and business banking | 66 | 0.09 | −0.15 to 0.33 | −0.14 to 0.33 | 0.466 | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | 63 | 0.16 | −0.09 to 0.39 | −0.05 to 0.34 | 0.215 | 1.000 |
| Credit card and payments issuing | 65 | 0.11 | −0.14 to 0.34 | −0.05 to 0.25 | 0.398 | 1.000 |
| Retail and consumer banking | 65 | 0.36 | 0.13 to 0.55 | 0.16 to 0.54 | 0.003 | 0.127 |
| Markets and trading (sales and trading, global markets) | 50 | −0.01 | −0.28 to 0.27 | −0.23 to 0.18 | 0.966 | 1.000 |
| Private equity and private capital | 37 | −0.10 | −0.41 to 0.23 | § n = 9 | 0.564 | 1.000 |
| Process family | | | | | | |
| Corporate and back-office functions | 213 | 0.02 | −0.12 to 0.15 | −0.06 to 0.09 | 0.805 | 1.000 |
| Technology engineering and operations | 179 | 0.03 | −0.11 to 0.18 | −0.14 to 0.20 | 0.664 | 1.000 |
| Client servicing and communications | 84 | −0.24 | −0.43 to −0.02 | −0.42 to −0.03 | 0.030 | 1.000 |
| Trade, settlement and reconciliation | 72 | 0.24 | 0.01 to 0.45 | −0.24 to 0.54 | 0.041 | 1.000 |
| Payments, cards and disputes | 60 | 0.31 | 0.06 to 0.52 | 0.10 to 0.47 | 0.017 | 0.637 |
| Credit, underwriting and suitability | 50 | −0.02 | −0.29 to 0.26 | § n = 9 | 0.906 | 1.000 |
| Regulatory, audit, tax and legal | 46 | 0.04 | −0.25 to 0.32 | § n = 9 | 0.801 | 1.000 |
| Financial crime and client onboarding | 39 | 0.03 | −0.29 to 0.34 | § n = 7 | 0.863 | 1.000 |
| Class of work | | | | | | |
| LOB Operational | 393 | 0.06 | −0.04 to 0.16 | −0.05 to 0.17 | 0.214 | 1.000 |
| Corporate Functional | 350 | 0.04 | −0.07 to 0.14 | −0.05 to 0.13 | 0.492 | 1.000 |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 156 | 0.09 | −0.07 to 0.24 | −0.06 to 0.23 | 0.267 | 1.000 |
| Active, Transition/Cut-Over | 217 | 0.04 | −0.10 to 0.17 | −0.09 to 0.17 | 0.586 | 1.000 |
| Active, Production | 91 | 0.21 | 0.00 to 0.40 | 0.01 to 0.39 | 0.048 | 1.000 |
| Canceled | 279 | 0.03 | −0.08 to 0.15 | −0.10 to 0.16 | 0.584 | 1.000 |
| Respondent role | | | | | | |
| Individual Contributor | 566 | 0.08 | 0.00 to 0.16 | 0.00 to 0.16 | 0.056 | 1.000 |
| Engagement Manager | 150 | −0.08 | −0.24 to 0.08 | −0.24 to 0.08 | 0.343 | 1.000 |
| Portfolio Director | 27 | −0.06 | † | † | 0.784 | 1.000 |
| Customer Management Executive | 0 | ‡ | | | | |
| Vendor type | | | | | | |
| IT services major | 279 | −0.01 | −0.13 to 0.11 | −0.14 to 0.12 | 0.858 | 1.000 |
| BPO specialist | 165 | 0.05 | −0.11 to 0.20 | −0.08 to 0.17 | 0.543 | 1.000 |
| Consulting firm | 106 | 0.22 | 0.04 to 0.40 | 0.08 to 0.36 | 0.020 | 0.737 |
| Boutique or specialist provider | 74 | 0.04 | −0.19 to 0.27 | −0.18 to 0.30 | 0.710 | 1.000 |
| Pure-play agentic AI firm | 67 | 0.11 | −0.14 to 0.34 | −0.19 to 0.37 | 0.392 | 1.000 |
| Not reported, recovered by engagement | 52 | −0.01 | −0.28 to 0.27 | −0.28 to 0.27 | 0.968 | 1.000 |

Note: § Too few engagements for a cluster bootstrap interval. † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.Table 13b. Association with intent to leave by segment, part 2 of 2Table

| Segment | Spearman rho | p | Share at 7 or above, distressed | Share at 7 or above, other | Engagements | Engagement level r | 95% CI | TOST p |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 0.04 | 0.274 | 50.00% of 40 | 53.06% of 703 | 150 | 0.09 | −0.07 to 0.25 | 0.005 |
| Outsourcing model | | | | | | | | |
| CXM | −0.05 | 0.498 | 54.55% of 11 | 42.49% of 193 | 42 | −0.11 | −0.40 to 0.20 | 0.106 |
| ITO | −0.03 | 0.697 | 40.00% of 10 | 59.80% of 204 | 40 | 0.14 | −0.18 to 0.43 | 0.145 |
| BPO | 0.17 | 0.024 | ‡ n = 9 | 54.71% of 170 | 37 | 0.26 | −0.06 to 0.54 | 0.412 |
| KPO | 0.07 | 0.419 | 50.00% of 10 | 55.88% of 136 | 31 | 0.11 | −0.25 to 0.45 | 0.149 |
| Institution type | | | | | | | | |
| Asset management | −0.08 | 0.415 | ‡ n = 6 | 64.86% of 111 | 24 | −0.34 | † | 0.573 |
| Wealth management and private banking | −0.05 | 0.551 | ‡ n = 8 | 46.49% of 114 | 23 | −0.13 | † | 0.208 |
| Investment banking (advisory and capital-markets origination) | 0.04 | 0.699 | ‡ n = 4 | 66.67% of 87 | 19 | 0.11 | † | 0.218 |
| Insurance (life, property and casualty, health) | −0.01 | 0.915 | ‡ n = 2 | 50.77% of 65 | 14 | 0.02 | † | 0.170 |
| Commercial and business banking | 0.07 | 0.561 | ‡ n = 3 | 44.44% of 63 | 13 | 0.49 | † | 0.768 |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.14 | 0.267 | ‡ n = 2 | 49.18% of 61 | 13 | 0.63 | † | 0.912 |
| Credit card and payments issuing | 0.07 | 0.566 | ‡ n = 2 | 53.97% of 63 | 12 | 0.22 | † | 0.397 |
| Retail and consumer banking | 0.38 | 0.002 | ‡ n = 4 | 44.26% of 61 | 12 | 0.70 | † | 0.953 |
| Markets and trading (sales and trading, global markets) | 0.02 | 0.895 | ‡ n = 7 | 41.86% of 43 | 11 | 0.04 | † | 0.224 |
| Private equity and private capital | −0.08 | 0.646 | ‡ n = 2 | 57.14% of 35 | 9 | ‡ | ‡ | |
| Process family | | | | | | | | |
| Corporate and back-office functions | 0.02 | 0.756 | 56.25% of 16 | 54.82% of 197 | 47 | −0.07 | −0.35 to 0.22 | 0.054 |
| Technology engineering and operations | 0.00 | 0.998 | ‡ n = 7 | 48.26% of 172 | 35 | 0.12 | −0.22 to 0.43 | 0.141 |
| Client servicing and communications | −0.25 | 0.019 | ‡ n = 3 | 64.20% of 81 | 16 | −0.28 | † | 0.473 |
| Trade, settlement and reconciliation | 0.16 | 0.186 | ‡ n = 3 | 71.01% of 69 | 15 | 0.23 | † | 0.391 |
| Payments, cards and disputes | 0.27 | 0.034 | ‡ n = 3 | 29.82% of 57 | 12 | 0.64 | † | 0.913 |
| Credit, underwriting and suitability | −0.06 | 0.690 | ‡ n = 3 | 36.17% of 47 | 9 | ‡ | ‡ | |
| Regulatory, audit, tax and legal | 0.06 | 0.685 | ‡ n = 2 | 59.09% of 44 | 9 | ‡ | ‡ | |
| Financial crime and client onboarding | 0.00 | 0.994 | ‡ n = 3 | 58.33% of 36 | 7 | ‡ | ‡ | |
| Class of work | | | | | | | | |
| LOB Operational | 0.05 | 0.279 | 60.00% of 20 | 54.16% of 373 | 76 | 0.13 | −0.10 to 0.35 | 0.066 |
| Corporate Functional | 0.02 | 0.708 | 40.00% of 20 | 51.82% of 330 | 74 | 0.05 | −0.18 to 0.27 | 0.013 |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | 0.13 | 0.112 | 30.00% of 10 | 23.97% of 146 | 31 | 0.38 | 0.03 to 0.65 | 0.677 |
| Active, Transition/Cut-Over | 0.03 | 0.645 | 25.00% of 12 | 26.83% of 205 | 43 | 0.06 | −0.24 to 0.36 | 0.059 |
| Active, Production | 0.19 | 0.066 | ‡ n = 4 | 20.69% of 87 | 20 | 0.38 | † | 0.637 |
| Canceled | 0.03 | 0.592 | 100.00% of 14 | 100.00% of 265 | 56 | −0.02 | −0.28 to 0.25 | 0.016 |
| Respondent role | | | | | | | | |
| Individual Contributor | 0.07 | 0.099 | 50.00% of 34 | 54.70% of 532 | 150 | 0.11 | −0.05 to 0.26 | 0.008 |
| Engagement Manager | −0.09 | 0.253 | ‡ n = 5 | 50.34% of 145 | 150 | −0.08 | −0.24 to 0.08 | 0.003 |
| Portfolio Director | −0.08 | 0.706 | ‡ n = 1 | 34.62% of 26 | 27 | −0.06 | † | 0.107 |
| Customer Management Executive | ‡ n = 0 | | | | | | | |
| Vendor type | | | | | | | | |
| IT services major | −0.04 | 0.558 | 58.33% of 12 | 52.81% of 267 | 59 | −0.01 | −0.27 to 0.25 | 0.012 |
| BPO specialist | 0.05 | 0.491 | 63.64% of 11 | 57.14% of 154 | 37 | 0.12 | −0.21 to 0.43 | 0.140 |
| Consulting firm | 0.22 | 0.024 | ‡ n = 5 | 50.50% of 101 | 23 | 0.45 | † | 0.783 |
| Boutique or specialist provider | 0.05 | 0.681 | ‡ n = 2 | 54.17% of 72 | 17 | −0.01 | † | 0.134 |
| Pure-play agentic AI firm | 0.12 | 0.354 | ‡ n = 4 | 44.44% of 63 | 14 | 0.11 | † | 0.257 |
| Not reported, recovered by engagement | 0.00 | 0.979 | ‡ n = 6 | 56.52% of 46 | 43 | 0.01 | −0.29 to 0.31 | 0.029 |

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

The rating was not associated with intent to leave (r = 0.05, 95% CI −0.02 to 0.12, Holm p = 1.000, n = 743 respondents). The association held after Holm correction in zero of the 37 segment levels tested.

## Association of Written Sentiment with the Study Measures

Table 14. Written sentiment and the study measuresTable

| Comparison | With a negative response | Without a negative response | Test | Statistic | n | p |
| --- | --- | --- | --- | --- | --- | --- |
| Cancellation rate, engagements | 7 of 9 | 49 of 141 (34.75%) | Fisher exact | | 150 | 0.014 |
| Customer satisfaction, active engagements | n = 2 | 64.34%, n = 92 | ‡ | | 94 | |
| Engagement mean written score and cancellation, engagements | | | Point-biserial r | −0.52 | 25 | 0.008 |
| Respondent mean written score and intent to leave, respondents | | | Spearman rho | −0.47 | 24 | 0.022 |

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

Two comparisons set the engagements with at least one negative response against all other engagements. Of the 141 other engagements, 125 had no written response addressing the indicator. These two comparisons therefore do not isolate written sentiment. Of the 9 engagements with a negative response, 7 were canceled, against 49 of the 141 other engagements (34.75%). The difference reached significance (Fisher exact p = 0.014). The comparison of customer satisfaction was not computed, because one of the two groups held too few active engagements.

Two correlations test written sentiment directly. Across the 25 engagements with a written response, a more negative engagement mean written score came with cancellation (point-biserial r −0.52, p = 0.008). Across 24 respondents, a more negative respondent mean written score came with higher intent to leave (Spearman rho −0.47, p = 0.022). Of the three comparisons, all reached significance at 0.05.

## Comparison of Associations Across the Four Measures

Table 15. 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 | 0.01 | −0.15 to 0.17 | 0.888 | Yes | 3 |
| Customer satisfaction | Clean estimate | Engagement | 94 | −0.01 | −0.21 to 0.19 | 0.937 | Yes | 4 |
| Engagement indicator mean | Full | Engagement | 150 | −0.01 | −0.17 to 0.15 | 0.859 | Yes | 2 |
| Intent to leave | Respondent level, clustered | Respondent | 743 | 0.05 | −0.02 to 0.12 | 0.170 | Yes | 1 |

Table 16. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | 0.00 | 0.11 | 0.910 | 1.000 | Did not differ |
| Cancellation rate and engagement indicator mean | 0.00 | 0.05 | 0.961 | 1.000 | Did not differ |
| Cancellation rate and intent to leave | 0.09 | 1.77 | 0.076 | 0.305 | Did not differ |
| Customer satisfaction and engagement indicator mean | 0.00 | 0.00 | 0.996 | 1.000 | Did not differ |
| Customer satisfaction and intent to leave | 0.09 | 2.36 | 0.018 | 0.109 | Did not differ |
| Engagement indicator mean and intent to leave | 0.09 | 1.88 | 0.060 | 0.299 | 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, zero of the six pairs differed.

## Clustering and Effective Sample Size

Table 17. Clustering and effective sample sizeTable

| Statistic | Value | Reading |
| --- | --- | --- |
| Clusters (engagements) | 150 | Engagements with one or more answers. |
| Mean respondents per engagement | 5.3 | Answers per engagement, among engagements with one or more answers. |
| ICC(1) | 0.02 | Share of the variance that lies between engagements. |
| Design effect | 1.07 | One plus the product of the ICC and the mean cluster size less one. |
| Nominal respondent n | 790 | Respondents who answered. |
| Effective n | 735 | 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. |

Answers clustered within engagements (ICC 0.02). Clustering reduced the 790 respondent answers to the equivalent of about 735 independent answers. Respondent-level intervals therefore used the cluster bootstrap. Respondent-level tests of intent to leave used standard errors that allow for clustering by engagement.

## Equivalence Tests of Null Results

Table 18. 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 | 0.01 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | −0.01 | \|r\| < 0.30 | 0.002 | 0.001 | Yes | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | 150 | −0.01 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 0.96 | 0.23 | 0.23 |
| Intent to leave | 743, effective 691 | 0.05 | \|r\| < 0.30 | < 0.001 | < 0.001 | Yes | 1.00 | 0.11 | 0.23 |

The association with cancellation, customer satisfaction, the engagement indicator mean and intent to leave were equivalent to zero. The detection floor shown is the study floor at 150 engagements. Intent to leave was tested on its effective sample size.

## Robustness Checks

Table 19. Robustness checksTable

| Check | Measure | Primary r | Check r | 95% CI | Change | Conclusion holds |
| --- | --- | --- | --- | --- | --- | --- |
| Rank correlation in place of Pearson | Cancellation rate | 0.01 | 0.00 | a | −0.01 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | −0.01 | −0.01 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Engagement indicator mean | −0.01 | −0.01 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Intent to leave | 0.05 | 0.04 | a | −0.01 | Yes |
| Non-answers excluded, then imputed at the engagement mean | Intent to leave | 0.05 | 0.05 | a | 0.00 | Yes |
| Active engagements only | Engagement indicator mean | −0.01 | −0.05 | −0.25 to 0.15 | −0.04 | Yes |
| Active engagements only | Intent to leave | 0.05 | 0.09 | 0.00 to 0.18 | 0.04 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | 0.01 | −0.02 | −0.18 to 0.14 | −0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | −0.01 | 0.03 | −0.17 to 0.24 | 0.04 | Yes |
| Most influential engagement removed (largest Cook's distance) | Engagement indicator mean | −0.01 | −0.04 | −0.20 to 0.12 | −0.02 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | 0.05 | 0.04 | −0.03 to 0.11 | −0.01 | Yes |
| Engagements weighted by respondent count | Cancellation rate | 0.01 | 0.03 | a | 0.02 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | −0.01 | 0.03 | a | 0.04 | Yes |
| Engagements weighted by respondent count | Engagement indicator mean | −0.01 | −0.01 | a | 0.00 | Yes |
| Bootstrap of engagements | Cancellation rate | 0.01 | 0.01 | −0.15 to 0.17 | 0.00 | Yes |
| Bootstrap of engagements | Customer satisfaction | −0.01 | −0.01 | −0.23 to 0.22 | 0.00 | Yes |
| Bootstrap of engagements | Engagement indicator mean | −0.01 | −0.01 | −0.16 to 0.14 | 0.00 | Yes |
| Bootstrap of engagements | Intent to leave | 0.05 | 0.05 | −0.02 to 0.12 | 0.00 | Yes |
| Thin-base segments removed | Cancellation rate | 0.01 | −0.10 | −0.31 to 0.12 | −0.11 | Yes |
| Thin-base segments removed | Customer satisfaction | −0.01 | 0.05 | −0.22 to 0.32 | 0.06 | Yes |
| Thin-base segments removed | Engagement indicator mean | −0.01 | 0.09 | −0.13 to 0.30 | 0.11 | Yes |
| Thin-base segments removed | Intent to leave | 0.05 | 0.02 | −0.08 to 0.12 | −0.03 | Yes |

Note: a No interval for this check.

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

All 22 checks held. A check holds when its test falls on the same side of 0.05 as the primary test. Where the primary test falls below 0.05, the check must also keep the sign of the primary correlation. 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 20. Comparison with the study normTable

| Measure | The indicator, oriented r | Study median, oriented r | Deviation | Fisher z | p | Holm p |
| --- | --- | --- | --- | --- | --- | --- |
| Cancellation rate | −0.01 | 0.60 | −0.61 | −8.50 | < 0.001 | < 0.001 |
| Customer satisfaction | −0.01 | 0.72 | −0.73 | −11.17 | < 0.001 | < 0.001 |
| Engagement indicator mean | −0.01 | 0.84 | −0.85 | −14.84 | < 0.001 | < 0.001 |
| Intent to leave | −0.10 | 0.71 | −0.81 | −12.04 | < 0.001 | < 0.001 |
| Spread of deviations | | | 0.24 | | | |
| 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. Its association was weaker than the norm on cancellation, customer satisfaction, the engagement indicator mean and intent to leave.

## Comparison of Written Sentiment with Other Part 4 Indicators

Figure 6. Share of negative written responses, Part 4 indicators with 30 or more written responses (n = 11 indicators)ExhibitNote: Each column is one indicator, ordered from the highest share of negative responses. The indicator is the amber column. The dashed line marks the median share, 33.33%.

Among the 11 Part 4 indicators with 30 or more written responses, the indicator's share of negative responses, 34.62%, ranked 6th from the highest, against a median of 33.33%. Its mean written score, 0.0, ranked 6th from the most negative, against a median of 0.8.

## Co-Occurring Indicators and Themes

Figure 7. Other indicators and themes in the same written responses (n = 26 responses)ExhibitNote: Themes carry no score. Labels give the count and the share of the 26 responses. The figure shows each indicator and each theme among the five most frequent of its kind, with every tie at the cut. C071: “I talk with peers inside the customer regularly.” C073: “I talk with the customer's leadership team regularly.” C109: “Rate how quickly the customer responds when this engagement raises issues that need customer action.” C105: “Rate the effectiveness of the customer's management of its side of this engagement.” C136: “Rate how effectively the customer and vendor jointly manage this engagement now that agents perform part of the work.” Emotional states in the same responses, as counts: stressed 1.

The indicator most often present in the same responses was C071, “I talk with peers inside the customer regularly.”, in 10 of the 26 responses (38.46%). C073, “I talk with the customer's leadership team regularly.” (10 responses), C109, “Rate how quickly the customer responds when this engagement raises issues that need customer action.” (8 responses), C105, “Rate the effectiveness of the customer's management of its side of this engagement.” (6 responses) and C136, “Rate how effectively the customer and vendor jointly manage this engagement now that agents perform part of the work.” (6 responses) followed.

The most frequent theme was “The scale or question does not fit”, in 5 responses (19.23%). The second was “Comparison to a prior engagement”, in 4 responses.

## Interpretation of the Data

Fewer than one in ten ratings of regular contact with engagement management inside the financial institution fell in the distressed range (41 of 790 answers, 5.19%). The rating was not associated with any of the four study measures, and each association was equivalent to zero. Canceled engagements rated about the same as the three active stages (mean 5.6, n = 299 respondents).

The written outcome tests point the other way. Engagements with a negative written response were canceled more often, a more negative engagement mean written score came with cancellation, and respondents whose written responses were more negative reported higher intent to leave. Every negative response came from a respondent who had no contact with the financial institution's management at all, so these tests rest on nine responses and describe the complete absence of contact.

## 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.

Tests by respondent role and by vendor type treated respondents as independent. The section on clustering reports how far clustering within engagements reduced the information in respondent-level figures.

Shares of written sentiment are shares of responses and not of the study set of respondents. The written score takes five fixed values, so its mean and median are coarse. Responses clustered within engagements (26 responses on 25 engagements). Intervals for written sentiment therefore used a bootstrap by engagement.

The written responses number fewer than 30, so their shares and the written-sentiment tests rest on a small base.

## Definitions

Table 21. DefinitionsTable

| Term | Definition |
| --- | --- |
| Response scale | Ratings run from 1 to 10, from the worst outcome a respondent can report to the best. |
| Distressed | A rating of 3 or below. At engagement level, an engagement mean of 3 or below. |
| Answering base | Respondents who gave a rating from 1 to 10. |
| Non-answers | “I do not know” and “I prefer to not answer” are counted separately and excluded from the mean. |
| Indicator class | Respondent level: a value recorded for each respondent and computed across the respondents who answered. |
| Failure category | The five failure categories of the Study Taxonomy apply only to the rated indicators. The indicator is not a rated indicator and carries none. |
| Engagement indicator mean | The mean of an engagement's ratings across the rated indicators. The indicator does not enter it. |
| Written response | A written answer about the respondent's own engagement that addresses the indicator. Non-answers and answers about another engagement are excluded. |
| Primary and secondary | A primary response answered the written-answer question of the indicator's survey section. A secondary response answered a question in another section and addressed the indicator in its content. |
| Written sentiment score | Each written response carries one of five scores: −10, −5, neutral, +5 or +10. The sign records whether the response described the state of the indicator as harmful or helpful to the engagement. The magnitude records its strength. A score of −10 marks a statement of totality, constancy or serious harm. |
| Cluster bootstrap | An interval computed by resampling engagements rather than responses, so that the responses from one engagement stay together. |

## Sources and Provenance

Table 22. Sources and provenanceTable

| Source | Value |
| --- | --- |
| Study data | Study Data.xlsx, Data sheet, column C072, sha256 219eba0457274d04 |
| Statistics engine | compute_statistics.py, sha256 738319eef764602b |
| Statistics record | Computed Statistics.json, record C072, sha256 1ae50a3637fc9370 |
| Computed | October 13, 2026, 04:57 UTC |
| Template | Indicator Template v2, version 2.0 of 10 October 2026 |
| Figures placed by script | 2,864 |
| Written responses | Quotes Master.jsonl, sha256 27da38085e2b13fd |
| Written sentiment scores | Quote Coding Rulebook, version 0.6, with section 21 |
| Written-response computation | qa_stats.py, sha256 74a61f3a96169da9. wfacts.py, sha256 b85fae20adf812a1. build_indicator.py, sha256 a97ad6e74627e11e |
| Written-response records | C072.qa.json, sha256 868756dd836eac03. C072.wfacts.json, sha256 7ce30149256ad234. Hand-written text handcraft/C072.json, sha256 8dc705067693caf7 |