Source: https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-1-c042/
Author: Phil Hatch
Publisher: Akholi

Per the current plan, how many people will be on the vendor team 12 months from now?

Study Data · Part 1 · Indicator Deep-Dive Analysis

# Per the current plan, how many people will be on the vendor team 12 months from now?

Indicator C042 · 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 | C042 |
| Question as asked | Per the current plan, how many people will be on the vendor team 12 months from now? |
| Failure category | Not one of the 100 rated indicators |
| Place in the survey | Engagement Details > 2.3 Scale and Team > Headcount |
| Indicator class | Perceived fact |
| Indicator type | Typed number |
| Response scale | A number, as typed or recorded |
| Answering base | 339 of 850 respondents, across 150 of 150 engagements |
| Non-answers | I do not know 250, I prefer to not answer 0, blank 261 |

## 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 | −0.86 | −0.89 to −0.81 | < 0.001 |
| Customer satisfaction | Clean estimate | 94 engagements | 0.47 | 0.30 to 0.62 | < 0.001 |
| Engagement indicator mean | Full | 150 engagements | 0.73 | 0.65 to 0.80 | < 0.001 |
| Intent to leave | Respondent level, clustered | 323 respondents | −0.78 | −0.83 to −0.73 | < 0.001 |

The vendor team size respondents reported under the current plan for a year from now (mean 5.6, median 6.0, n = 339 respondents) was associated with all four study measures. Engagements with smaller planned teams were canceled more often (r = −0.86, 95% CI −0.89 to −0.81, p < 0.001, n = 150 engagements). Larger planned teams came with higher customer satisfaction on active engagements (r = 0.47, 95% CI 0.30 to 0.62, p < 0.001, n = 94 active engagements). Planned team size rose with the engagement indicator mean (r = 0.73, 95% CI 0.65 to 0.80, p < 0.001, n = 150 engagements). Respondents who reported smaller planned teams reported higher intent to leave (r = −0.78, cluster bootstrap 95% CI −0.83 to −0.73, p < 0.001, n = 323 respondents). Planned team size did not differ after Holm control by any segment family (Holm p 0.392 or higher in every family).

## Distribution of Responses

Table 3. Distribution of responses, respondent levelTable

| Answer | Respondents | Share of answered (base 339) | Cumulative share | Engagements with at least one | Share of 150 engagements | Distressed |
| --- | --- | --- | --- | --- | --- | --- |
| 0.0 to 1.9 | 135 | 39.82% | 39.82% | 56 | 37.33% | Not applicable |
| 1.9 to 3.8 | 7 | 2.06% | 41.89% | 4 | 2.67% | Not applicable |
| 3.8 to 5.7 | 18 | 5.31% | 47.20% | 8 | 5.33% | Not applicable |
| 5.7 to 7.6 | 35 | 10.32% | 57.52% | 19 | 12.67% | Not applicable |
| 7.6 to 9.5 | 50 | 14.75% | 72.27% | 23 | 15.33% | Not applicable |
| 9.5 to 11.4 | 49 | 14.45% | 86.73% | 21 | 14.00% | Not applicable |
| 11.4 to 13.3 | 20 | 5.90% | 92.63% | 9 | 6.00% | Not applicable |
| 13.3 to 15.2 | 15 | 4.42% | 97.05% | 5 | 3.33% | Not applicable |
| 15.2 to 17.1 | 4 | 1.18% | 98.23% | 3 | 2.00% | Not applicable |
| 17.1 to 19.0 | 6 | 1.77% | 100.00% | 2 | 1.33% | Not applicable |
| I do not know | 250 | Not in base | Not in base | 131 | 87.33% | Not applicable |
| I prefer to not answer | 0 | Not in base | Not in base | 0 | 0.00% | Not applicable |
| Answered, total | 339 | 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 | 5.7 | 5.2 | 0.0 | 6.0 | 19.0 | Not applicable | Not applicable |

The study set mean was 5.6 on 339 answering respondents, with a median of 6.0.

## 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 | 339 | 39.88% of 850 | 150 | 5.6 | 5.1 to 6.2 | 5.3 |
| Outsourcing model | | | | | | | |
| CXM | 232 | 103 | 44.40% of 232 | 42 | 5.9 | 5.0 to 6.9 | 5.0 |
| ITO | 244 | 91 | 37.30% of 244 | 40 | 6.1 | 4.9 to 7.3 | 5.9 |
| BPO | 209 | 80 | 38.28% of 209 | 37 | 5.4 | 4.3 to 6.5 | 5.1 |
| KPO | 165 | 65 | 39.39% of 165 | 31 | 4.7 | 3.5 to 6.0 | 5.1 |
| Institution type | | | | | | | |
| Asset management | 132 | 60 | 45.45% of 132 | 24 | 4.4 | 2.9 to 5.9 | 5.7 |
| Wealth management and private banking | 140 | 53 | 37.86% of 140 | 23 | 7.1 | 5.6 to 8.5 | 5.4 |
| Investment banking (advisory and capital-markets origination) | 105 | 41 | 39.05% of 105 | 19 | 3.4 | 2.0 to 4.9 | 4.6 |
| Insurance (life, property and casualty, health) | 78 | 25 | 32.05% of 78 | 14 | 6.6 | † | 6.0 |
| Commercial and business banking | 82 | 33 | 40.24% of 82 | 13 | 6.4 | 4.2 to 8.5 | 6.1 |
| Payments and merchant acquiring (networks, acquiring, processing) | 71 | 30 | 42.25% of 71 | 13 | 5.6 | 4.1 to 7.2 | 4.1 |
| Credit card and payments issuing | 73 | 29 | 39.73% of 73 | 12 | 4.9 | † | 4.2 |
| Retail and consumer banking | 73 | 27 | 36.99% of 73 | 12 | 7.1 | † | 5.1 |
| Markets and trading (sales and trading, global markets) | 57 | 27 | 47.37% of 57 | 11 | 7.2 | † | 5.5 |
| Private equity and private capital | 39 | 14 | 35.90% of 39 | 9 | 4.1 | † | 2.8 |
| Process family | | | | | | | |
| Corporate and back-office functions | 248 | 104 | 41.94% of 248 | 47 | 4.9 | 3.9 to 5.8 | 4.8 |
| Technology engineering and operations | 204 | 76 | 37.25% of 204 | 35 | 7.1 | 5.8 to 8.4 | 5.6 |
| Client servicing and communications | 94 | 37 | 39.36% of 94 | 16 | 4.9 | 3.0 to 6.9 | 5.8 |
| Trade, settlement and reconciliation | 80 | 37 | 46.25% of 80 | 15 | 2.9 | 1.4 to 4.5 | 4.7 |
| Payments, cards and disputes | 73 | 28 | 38.36% of 73 | 12 | 8.1 | † | 3.5 |
| Credit, underwriting and suitability | 57 | 16 | 28.07% of 57 | 9 | 10.8 | † | 5.4 |
| Regulatory, audit, tax and legal | 51 | 23 | 45.10% of 51 | 9 | 4.7 | † | 4.5 |
| Financial crime and client onboarding | 43 | 18 | 41.86% of 43 | 7 | 3.4 | † | 4.0 |
| Class of work | | | | | | | |
| LOB Operational | 451 | 180 | 39.91% of 451 | 76 | 5.8 | 5.0 to 6.7 | 5.7 |
| Corporate Functional | 399 | 159 | 39.85% of 399 | 74 | 5.4 | 4.7 to 6.2 | 4.8 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 175 | 63 | 36.00% of 175 | 31 | 9.7 | 9.0 to 10.4 | 2.9 |
| Active, Transition/Cut-Over | 250 | 100 | 40.00% of 250 | 43 | 9.5 | 8.7 to 10.3 | 3.9 |
| Active, Production | 103 | 41 | 39.81% of 103 | 20 | 8.5 | 7.6 to 9.3 | 2.7 |
| Canceled | 322 | 135 | 41.93% of 322 | 56 | 0.0 | 0.0 to 0.0 | 0.0 |
| Respondent role | | | | | | | |
| Individual Contributor | 667 | 157 | 23.54% of 667 | 96 | 5.5 | 4.6 to 6.3 | 5.5 |
| Engagement Manager | 150 | 150 | 100.00% of 150 | 150 | 5.7 | 4.9 to 6.5 | 5.2 |
| Portfolio Director | 31 | 31 | 100.00% of 31 | 31 | 6.3 | 4.6 to 8.0 | 4.7 |
| Customer Management Executive | 2 | 1 | 1 of 2 | 1 | ‡ | | |
| Vendor type | | | | | | | |
| IT services major | 316 | 127 | 40.19% of 316 | 59 | 6.0 | 5.1 to 6.9 | 5.1 |
| BPO specialist | 198 | 81 | 40.91% of 198 | 37 | 4.1 | 3.1 to 5.1 | 4.6 |
| Consulting firm | 117 | 50 | 42.74% of 117 | 23 | 6.2 | 4.6 to 7.9 | 5.9 |
| Boutique or specialist provider | 87 | 39 | 44.83% of 87 | 17 | 6.1 | 4.3 to 7.9 | 5.5 |
| Pure-play agentic AI firm | 75 | 24 | 32.00% of 75 | 14 | 6.8 | † | 5.9 |
| Not reported, recovered by engagement | 57 | 18 | 31.58% of 57 | 16 | 5.3 | † | 5.8 |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.
Table 5b. Descriptive statistics by segment, part 2 of 2Table

| Segment | Min | Q1 | Median | Q3 | Max | Distressed n | Distressed % |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 0.0 | 0.0 | 6.0 | 10.0 | 19.0 | Not applicable | Not applicable |
| Outsourcing model | | | | | | | |
| CXM | 0.0 | 0.0 | 7.0 | 10.0 | 16.0 | Not applicable | Not applicable |
| ITO | 0.0 | 0.0 | 6.0 | 10.0 | 18.0 | Not applicable | Not applicable |
| BPO | 0.0 | 0.0 | 7.0 | 9.3 | 14.0 | Not applicable | Not applicable |
| KPO | 0.0 | 0.0 | 5.0 | 8.0 | 19.0 | Not applicable | Not applicable |
| Institution type | | | | | | | |
| Asset management | 0.0 | 0.0 | 0.0 | 8.0 | 18.0 | Not applicable | Not applicable |
| Wealth management and private banking | 0.0 | 0.0 | 8.0 | 11.0 | 16.0 | Not applicable | Not applicable |
| Investment banking (advisory and capital-markets origination) | 0.0 | 0.0 | 0.0 | 7.0 | 17.0 | Not applicable | Not applicable |
| Insurance (life, property and casualty, health) | 0.0 | 0.0 | 8.0 | 11.0 | 16.0 | Not applicable | Not applicable |
| Commercial and business banking | 0.0 | 0.0 | 6.0 | 10.0 | 19.0 | Not applicable | Not applicable |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.0 | 0.8 | 6.5 | 10.0 | 11.0 | Not applicable | Not applicable |
| Credit card and payments issuing | 0.0 | 0.0 | 7.0 | 8.0 | 11.0 | Not applicable | Not applicable |
| Retail and consumer banking | 0.0 | 0.0 | 9.0 | 10.0 | 14.0 | Not applicable | Not applicable |
| Markets and trading (sales and trading, global markets) | 0.0 | 2.5 | 7.0 | 13.0 | 15.0 | Not applicable | Not applicable |
| Private equity and private capital | 0.0 | 2.0 | 5.0 | 6.0 | 8.0 | Not applicable | Not applicable |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.0 | 0.0 | 5.0 | 9.0 | 15.0 | Not applicable | Not applicable |
| Technology engineering and operations | 0.0 | 0.0 | 8.0 | 11.0 | 18.0 | Not applicable | Not applicable |
| Client servicing and communications | 0.0 | 0.0 | 0.0 | 10.0 | 16.0 | Not applicable | Not applicable |
| Trade, settlement and reconciliation | 0.0 | 0.0 | 0.0 | 3.0 | 13.0 | Not applicable | Not applicable |
| Payments, cards and disputes | 0.0 | 7.0 | 8.5 | 10.0 | 14.0 | Not applicable | Not applicable |
| Credit, underwriting and suitability | 0.0 | 7.5 | 10.5 | 13.0 | 19.0 | Not applicable | Not applicable |
| Regulatory, audit, tax and legal | 0.0 | 0.0 | 5.0 | 9.5 | 10.0 | Not applicable | Not applicable |
| Financial crime and client onboarding | 0.0 | 0.0 | 0.0 | 8.0 | 8.0 | Not applicable | Not applicable |
| Class of work | | | | | | | |
| LOB Operational | 0.0 | 0.0 | 6.5 | 10.0 | 19.0 | Not applicable | Not applicable |
| Corporate Functional | 0.0 | 0.0 | 6.0 | 10.0 | 17.0 | Not applicable | Not applicable |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 4.0 | 8.0 | 10.0 | 10.5 | 19.0 | Not applicable | Not applicable |
| Active, Transition/Cut-Over | 2.0 | 6.0 | 10.0 | 13.0 | 18.0 | Not applicable | Not applicable |
| Active, Production | 5.0 | 7.0 | 8.0 | 10.0 | 15.0 | Not applicable | Not applicable |
| Canceled | 0.0 | 0.0 | 0.0 | 0.0 | 0.0 | Not applicable | Not applicable |
| Respondent role | | | | | | | |
| Individual Contributor | 0.0 | 0.0 | 5.0 | 10.0 | 19.0 | Not applicable | Not applicable |
| Engagement Manager | 0.0 | 0.0 | 6.0 | 10.0 | 19.0 | Not applicable | Not applicable |
| Portfolio Director | 0.0 | 0.0 | 7.0 | 9.5 | 15.0 | Not applicable | Not applicable |
| Customer Management Executive | ‡ n = 1 | | | | | | |
| Vendor type | | | | | | | |
| IT services major | 0.0 | 0.0 | 7.0 | 9.0 | 18.0 | Not applicable | Not applicable |
| BPO specialist | 0.0 | 0.0 | 3.0 | 8.0 | 13.0 | Not applicable | Not applicable |
| Consulting firm | 0.0 | 0.0 | 6.5 | 9.8 | 19.0 | Not applicable | Not applicable |
| Boutique or specialist provider | 0.0 | 0.0 | 8.0 | 10.0 | 15.0 | Not applicable | Not applicable |
| Pure-play agentic AI firm | 0.0 | 0.0 | 7.0 | 12.3 | 16.0 | Not applicable | Not applicable |
| Not reported, recovered by engagement | 0.0 | 0.0 | 2.5 | 10.0 | 15.0 | Not applicable | Not applicable |

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

Figures are respondent level. Means are on the scale as recorded. A level under 30 prints no interval and a level under 10 prints counts only.

## Tests of Difference Between Segments

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

| Segment family | Welch F | df | p | Holm p | Omega squared | 90% CI |
| --- | --- | --- | --- | --- | --- | --- |
| Outsourcing model | 0.32 | 3, 79.7 | 0.811 | 1.000 | −0.014 | 0.000 to 0.021 |
| Institution type | 0.71 | 8, 49.6 | 0.680 | 1.000 | −0.012 | 0.000 to 0.055 |
| Process family | 2.07 | 4, 39.4 | 0.104 | 0.518 | 0.029 | 0.000 to 0.113 |
| Class of work | 0.18 | 1, 146.0 | 0.675 | 1.000 | −0.006 | 0.000 to 0.026 |
| Engagement status and lifecycle stage | a level has no spread, so Welch's test is undefined |
| Respondent role | 0.39 | 2, 88.5 | 0.680 | 1.000 | −0.004 | 0.000 to 0.012 |
| Vendor type | 2.17 | 5, 83.8 | 0.065 | 0.392 | 0.014 | 0.000 to 0.050 |

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 left out |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Outsourcing model | 1.24 | 0.744 | Not applicable | | Not applicable | | None |
| Institution type | 7.78 | 0.455 | Not applicable | | Not applicable | | a |
| Process family | 7.33 | 0.119 | Not applicable | | Not applicable | | b |
| Class of work | 0.12 | 0.728 | Not applicable | | Not applicable | | None |
| Engagement status and lifecycle stage | a level has no spread, so Welch's test is undefined |
| Respondent role | 0.74 | 0.692 | Not applicable | | Not applicable | | c |
| Vendor type | 9.09 | 0.106 | Not applicable | | Not applicable | | None |

Note: a Private equity and private capital, n = 9. b Credit, underwriting and suitability, n = 9, Regulatory, audit, tax and legal, n = 9, Financial crime and client onboarding, n = 7. c Customer Management Executive, n = 1.

Engagement families were tested on engagement means, and respondent role and vendor type were tested on respondents. A distressed p marked exact is a Fisher exact test for a two by two table, and one marked simulated is a Monte Carlo test run until its p is stable to the third decimal, both used where an expected count is under 5. No difference held after Holm control for outsourcing model, institution type, process family, class of work, respondent role and vendor type.

## Association with Cancellation Rate

The share of engagements canceled on the study date, measured at engagement level (base 150 engagements, 56 canceled). The association is a descriptive contrast, inflated because canceled engagements were rated after cancellation, and is not predictive.

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 | −0.86 | −0.89 to −0.81 | < 0.001 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | −0.87 | −0.93 to −0.77 | < 0.001 | < 0.001 |
| ITO | 40 | 15 | 37.50% of 40 | −0.84 | −0.91 to −0.72 | < 0.001 | < 0.001 |
| BPO | 37 | 14 | 37.84% of 37 | −0.89 | −0.94 to −0.79 | < 0.001 | < 0.001 |
| KPO | 31 | 12 | 38.71% of 31 | −0.84 | −0.92 to −0.70 | < 0.001 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | −0.89 | † | < 0.001 | < 0.001 |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | −0.88 | † | < 0.001 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | −0.84 | † | < 0.001 | < 0.001 |
| Insurance (life, property and casualty, health) | 14 | 5 | 35.71% of 14 | −0.90 | † | < 0.001 | < 0.001 |
| Commercial and business banking | 13 | 4 | 30.77% of 13 | −0.84 | † | < 0.001 | 0.001 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | −0.83 | † | < 0.001 | 0.001 |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | −0.94 | † | < 0.001 | < 0.001 |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | −0.94 | † | < 0.001 | < 0.001 |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | −0.83 | † | 0.001 | 0.001 |
| Private equity and private capital | 9 | 2 | 2 of 9 | ‡ | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 19 | 40.43% of 47 | −0.88 | −0.93 to −0.79 | < 0.001 | < 0.001 |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | −0.80 | −0.90 to −0.64 | < 0.001 | < 0.001 |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | −0.95 | † | < 0.001 | < 0.001 |
| Trade, settlement and reconciliation | 15 | 8 | 53.33% of 15 | −0.85 | † | < 0.001 | < 0.001 |
| Payments, cards and disputes | 12 | 2 | 16.67% of 12 | −0.85 | † | < 0.001 | 0.001 |
| 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 | −0.86 | −0.91 to −0.79 | < 0.001 | < 0.001 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | −0.86 | −0.91 to −0.78 | < 0.001 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0 | 0.00% of 31 | Not computable, no variation in cancellation |
| Active, Transition/Cut-Over | 43 | 0 | 0.00% of 43 | Not computable, no variation in cancellation |
| Active, Production | 20 | 0 | 0.00% of 20 | Not computable, no variation in cancellation |
| Canceled | 56 | 56 | 100.00% of 56 | Not computable, no variation in cancellation |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported.
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 | 0.07 | 0.01 to 0.43 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 0.26 | 0.09 to 0.75 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| ITO | 0.34 | 0.14 to 0.79 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| BPO | 0.20 | 0.05 to 0.88 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| KPO | 0.34 | 0.17 to 0.70 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Institution type | | | | | | | |
| Asset management | 0.44 | † n = 24 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Wealth management and private banking | 0.47 | † n = 23 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Investment banking (advisory and capital-markets origination) | 0.36 | † n = 19 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Insurance (life, property and casualty, health) | 0.55 | † n = 14 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Commercial and business banking | 0.55 | † n = 13 | 1.00 | Not applicable | Not applicable | Not applicable | 0.998 |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.49 | † n = 13 | 1.00 | Not applicable | Not applicable | Not applicable | 0.998 |
| Credit card and payments issuing | 0.51 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Retail and consumer banking | 0.62 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Markets and trading (sales and trading, global markets) | 0.55 | † n = 11 | 1.00 | Not applicable | Not applicable | Not applicable | 0.994 |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.26 | 0.11 to 0.65 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Technology engineering and operations | 0.31 | 0.11 to 0.89 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Client servicing and communications | 0.57 | † n = 16 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Trade, settlement and reconciliation | 0.24 | † n = 15 | 1.00 | Not applicable | Not applicable | Not applicable | 0.999 |
| Payments, cards and disputes | 0.58 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 0.998 |
| 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 | 0.09 | 0.01 to 0.78 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Corporate Functional | 0.17 | 0.05 to 0.56 | 1.00 | Not applicable | Not applicable | Not applicable | 1.000 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | Not computable, no variation in cancellation |
| Active, Transition/Cut-Over | Not computable, no variation in cancellation |
| Active, Production | Not computable, no variation in cancellation |
| Canceled | Not computable, no variation in cancellation |

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

The study set r was −0.86 (95% CI −0.89 to −0.81, Holm p < 0.001, n = 150 engagements). Of the 20 tested segment levels, 20 held after Holm control.

## Association with Customer Satisfaction

The satisfaction score recorded against each engagement on a 100-point scale. 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 | 0.47 | 0.30 to 0.62 | < 0.001 | < 0.001 | 0.47 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 27 | 0.44 | † | 0.020 | 0.184 | 0.52 | 0.005 |
| ITO | 25 | 0.38 | † | 0.063 | 0.438 | 0.27 | 0.199 |
| BPO | 23 | 0.63 | † | 0.001 | 0.019 | 0.61 | 0.002 |
| KPO | 19 | 0.54 | † | 0.018 | 0.179 | 0.54 | 0.017 |
| Institution type | | | | | | | |
| Asset management | 11 | 0.45 | † | 0.167 | 0.502 | 0.46 | 0.151 |
| Wealth management and private banking | 15 | 0.48 | † | 0.069 | 0.438 | 0.43 | 0.113 |
| Investment banking (advisory and capital-markets origination) | 10 | 0.61 | † | 0.063 | 0.438 | 0.66 | 0.038 |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | 0.33 | † | 0.344 | 0.689 | 0.25 | 0.480 |
| 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 | 0.57 | † | 0.002 | 0.020 | 0.59 | 0.001 |
| Technology engineering and operations | 25 | 0.40 | † | 0.049 | 0.391 | 0.30 | 0.151 |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | 0.21 | † | 0.569 | 0.689 | 0.34 | 0.340 |
| Credit, underwriting and suitability | 8 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 5 | ‡ | | | | | |
| Financial crime and client onboarding | 4 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 46 | 0.58 | 0.35 to 0.74 | < 0.001 | < 0.001 | 0.62 | < 0.001 |
| Corporate Functional | 48 | 0.35 | 0.08 to 0.58 | 0.014 | 0.152 | 0.32 | 0.027 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0.51 | 0.19 to 0.73 | 0.003 | 0.039 | 0.51 | 0.003 |
| Active, Transition/Cut-Over | 43 | 0.54 | 0.29 to 0.72 | < 0.001 | 0.003 | 0.54 | < 0.001 |
| Active, Production | 20 | 0.36 | † | 0.122 | 0.487 | 0.37 | 0.105 |
| Canceled | 0 | a |

Note: † Base under 30. No interval is reported. ‡ Base under 10. No statistic is reported. a No clean estimate, canceled engagements fall outside the active population.
Table 8b. Association with customer satisfaction by segment, part 2 of 2Table

| Segment | Slope, points per rating point | 95% CI | R squared | TOST p | All engagements | Descriptive r | p |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 1.63 | 1.00 to 2.26 | 0.22 | 0.975 | 150 | 0.88 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 1.80 | † n = 27 | 0.20 | 0.794 | 42 | 0.89 | < 0.001 |
| ITO | 0.97 | † n = 25 | 0.14 | 0.660 | 40 | 0.86 | < 0.001 |
| BPO | 2.25 | † n = 23 | 0.39 | 0.972 | 37 | 0.93 | < 0.001 |
| KPO | 2.09 | † n = 19 | 0.29 | 0.877 | 31 | 0.89 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 1.17 | † n = 11 | 0.20 | 0.687 | 24 | 0.91 | < 0.001 |
| Wealth management and private banking | 1.40 | † n = 15 | 0.23 | 0.773 | 23 | 0.90 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 1.82 | † n = 10 | 0.37 | 0.852 | 19 | 0.90 | < 0.001 |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 1.91 | † n = 10 | 0.11 | 0.541 | 13 | 0.83 | < 0.001 |
| 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 | 2.49 | † n = 28 | 0.33 | 0.955 | 47 | 0.92 | < 0.001 |
| Technology engineering and operations | 1.12 | † n = 25 | 0.16 | 0.700 | 35 | 0.83 | < 0.001 |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | 0.97 | † n = 10 | 0.04 | 0.394 | 12 | 0.82 | 0.001 |
| 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 | 2.09 | 1.20 to 2.99 | 0.34 | 0.990 | 76 | 0.91 | < 0.001 |
| Corporate Functional | 1.18 | 0.25 to 2.10 | 0.12 | 0.655 | 74 | 0.87 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 1.73 | 0.62 to 2.83 | 0.26 | 0.911 | 31 | 0.51 | 0.003 |
| Active, Transition/Cut-Over | 1.73 | 0.88 to 2.58 | 0.29 | 0.970 | 43 | 0.54 | < 0.001 |
| Active, Production | 1.69 | † | 0.13 | 0.605 | 20 | 0.36 | 0.122 |
| Canceled | no clean estimate, canceled engagements fall outside the active population |

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

The study set r was 0.47 (95% CI 0.30 to 0.62, Holm p < 0.001, n = 94 engagements). Of the 16 tested segment levels, 5 held after Holm control.

## Association with the Engagement Indicator Mean

The mean of an engagement's 100 indicator ratings, measured at engagement level (base 150 engagements). Where this indicator is one of the 100, the mean is recomputed without it.

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 | 0.73 | 0.65 to 0.80 | < 0.001 | < 0.001 | 0.76 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 0.72 | 0.54 to 0.84 | < 0.001 | < 0.001 | 0.77 | < 0.001 |
| ITO | 40 | 0.66 | 0.43 to 0.80 | < 0.001 | < 0.001 | 0.68 | < 0.001 |
| BPO | 37 | 0.88 | 0.77 to 0.93 | < 0.001 | < 0.001 | 0.87 | < 0.001 |
| KPO | 31 | 0.78 | 0.59 to 0.89 | < 0.001 | < 0.001 | 0.77 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 24 | 0.85 | † | < 0.001 | < 0.001 | 0.86 | < 0.001 |
| Wealth management and private banking | 23 | 0.66 | † | < 0.001 | 0.005 | 0.66 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 19 | 0.65 | † | 0.003 | 0.021 | 0.71 | < 0.001 |
| Insurance (life, property and casualty, health) | 14 | 0.86 | † | < 0.001 | < 0.001 | 0.88 | < 0.001 |
| Commercial and business banking | 13 | 0.74 | † | 0.004 | 0.029 | 0.70 | 0.008 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 0.68 | † | 0.011 | 0.042 | 0.69 | 0.009 |
| Credit card and payments issuing | 12 | 0.75 | † | 0.005 | 0.030 | 0.80 | 0.002 |
| Retail and consumer banking | 12 | 0.86 | † | < 0.001 | 0.004 | 0.75 | 0.005 |
| Markets and trading (sales and trading, global markets) | 11 | 0.75 | † | 0.008 | 0.041 | 0.58 | 0.062 |
| Private equity and private capital | 9 | ‡ | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 0.76 | 0.61 to 0.86 | < 0.001 | < 0.001 | 0.77 | < 0.001 |
| Technology engineering and operations | 35 | 0.64 | 0.40 to 0.80 | < 0.001 | < 0.001 | 0.65 | < 0.001 |
| Client servicing and communications | 16 | 0.77 | † | < 0.001 | 0.005 | 0.70 | 0.003 |
| Trade, settlement and reconciliation | 15 | 0.87 | † | < 0.001 | < 0.001 | 0.83 | < 0.001 |
| Payments, cards and disputes | 12 | 0.63 | † | 0.029 | 0.086 | 0.66 | 0.020 |
| Credit, underwriting and suitability | 9 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 9 | ‡ | | | | | |
| Financial crime and client onboarding | 7 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | 0.76 | 0.64 to 0.84 | < 0.001 | < 0.001 | 0.78 | < 0.001 |
| Corporate Functional | 74 | 0.71 | 0.58 to 0.81 | < 0.001 | < 0.001 | 0.72 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0.58 | 0.28 to 0.77 | < 0.001 | 0.006 | 0.50 | 0.004 |
| Active, Transition/Cut-Over | 43 | 0.33 | 0.03 to 0.57 | 0.031 | 0.086 | 0.35 | 0.023 |
| Active, Production | 20 | 0.20 | † | 0.408 | 0.408 | 0.25 | 0.278 |
| Canceled | 56 | Not computable, the indicator or the measure is constant in this row |

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 | | 0.21 | 0.18 to 0.24 | 0.54 | 1.000 | No |
| Outsourcing model | | | | | | | |
| CXM | Not a component | | 0.23 | 0.16 to 0.30 | 0.52 | 1.000 | No |
| ITO | Not a component | | 0.14 | 0.09 to 0.20 | 0.43 | 0.998 | No |
| BPO | Not a component | | 0.24 | 0.19 to 0.28 | 0.77 | 1.000 | No |
| KPO | Not a component | | 0.27 | 0.19 to 0.35 | 0.61 | 1.000 | No |
| Institution type | | | | | | | |
| Asset management | Not a component | | 0.24 | † n = 24 | 0.72 | 1.000 | No |
| Wealth management and private banking | Not a component | | 0.18 | † n = 23 | 0.44 | 0.986 | No |
| Investment banking (advisory and capital-markets origination) | Not a component | | 0.14 | † n = 19 | 0.42 | 0.968 | No |
| Insurance (life, property and casualty, health) | Not a component | | 0.23 | † n = 14 | 0.74 | 1.000 | No |
| Commercial and business banking | Not a component | | 0.19 | † n = 13 | 0.54 | 0.977 | No |
| Payments and merchant acquiring (networks, acquiring, processing) | Not a component | | 0.28 | † n = 13 | 0.46 | 0.950 | No |
| Credit card and payments issuing | Not a component | | 0.21 | † n = 12 | 0.56 | 0.977 | No |
| Retail and consumer banking | Not a component | | 0.25 | † n = 12 | 0.73 | 0.998 | No |
| Markets and trading (sales and trading, global markets) | Not a component | | 0.22 | † n = 11 | 0.56 | 0.968 | No |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | Not a component | | 0.26 | 0.20 to 0.33 | 0.59 | 1.000 | No |
| Technology engineering and operations | Not a component | | 0.16 | 0.09 to 0.22 | 0.41 | 0.995 | No |
| Client servicing and communications | Not a component | | 0.21 | † n = 16 | 0.60 | 0.995 | No |
| Trade, settlement and reconciliation | Not a component | | 0.25 | † n = 15 | 0.76 | 1.000 | No |
| Payments, cards and disputes | Not a component | | 0.20 | † n = 12 | 0.40 | 0.901 | 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 | | 0.21 | 0.16 to 0.25 | 0.57 | 1.000 | No |
| Corporate Functional | Not a component | | 0.22 | 0.17 to 0.27 | 0.51 | 1.000 | No |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | Not a component | | 0.21 | 0.10 to 0.33 | 0.33 | 0.968 | No |
| Active, Transition/Cut-Over | Not a component | | 0.10 | 0.01 to 0.19 | 0.11 | 0.583 | No |
| Active, Production | Not a component | | 0.11 | † n = 20 | 0.04 | 0.323 | No |
| Canceled | Not computable, the indicator or the measure is constant in this row |

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

The study set r was 0.73 (95% CI 0.65 to 0.80, Holm p < 0.001, n = 150 engagements). Of the 23 tested segment levels, 20 held after Holm control.

## Association with Intent to Leave

The respondent's stated likelihood of leaving the current job within 12 months, rated 1 to 10 (C019). 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 | 323 | −0.78 | −0.82 to −0.73 | −0.83 to −0.73 | < 0.001 | < 0.001 |
| Outsourcing model | | | | | | |
| CXM | 97 | −0.78 | −0.85 to −0.68 | −0.86 to −0.66 | < 0.001 | < 0.001 |
| ITO | 87 | −0.76 | −0.84 to −0.66 | −0.85 to −0.66 | < 0.001 | < 0.001 |
| BPO | 77 | −0.85 | −0.90 to −0.77 | −0.91 to −0.76 | < 0.001 | < 0.001 |
| KPO | 62 | −0.79 | −0.87 to −0.67 | −0.88 to −0.68 | < 0.001 | < 0.001 |
| Institution type | | | | | | |
| Asset management | 57 | −0.74 | −0.84 to −0.60 | −0.87 to −0.64 | < 0.001 | < 0.001 |
| Wealth management and private banking | 51 | −0.78 | −0.87 to −0.64 | −0.92 to −0.58 | < 0.001 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 39 | −0.79 | −0.89 to −0.64 | −0.89 to −0.65 | < 0.001 | < 0.001 |
| Insurance (life, property and casualty, health) | 24 | −0.81 | † | † | < 0.001 | < 0.001 |
| Commercial and business banking | 29 | −0.86 | † | † | < 0.001 | < 0.001 |
| Payments and merchant acquiring (networks, acquiring, processing) | 29 | −0.62 | † | † | < 0.001 | 0.001 |
| Credit card and payments issuing | 29 | −0.85 | † | † | < 0.001 | < 0.001 |
| Retail and consumer banking | 25 | −0.87 | † | † | < 0.001 | < 0.001 |
| Markets and trading (sales and trading, global markets) | 26 | −0.79 | † | † | < 0.001 | < 0.001 |
| Private equity and private capital | 14 | −0.81 | † | † | < 0.001 | 0.002 |
| Process family | | | | | | |
| Corporate and back-office functions | 95 | −0.79 | −0.86 to −0.70 | −0.89 to −0.67 | < 0.001 | < 0.001 |
| Technology engineering and operations | 74 | −0.72 | −0.82 to −0.59 | −0.84 to −0.56 | < 0.001 | < 0.001 |
| Client servicing and communications | 36 | −0.88 | −0.94 to −0.78 | −0.95 to −0.81 | < 0.001 | < 0.001 |
| Trade, settlement and reconciliation | 36 | −0.89 | −0.94 to −0.79 | −0.96 to −0.53 | < 0.001 | < 0.001 |
| Payments, cards and disputes | 27 | −0.66 | † | † | < 0.001 | < 0.001 |
| Credit, underwriting and suitability | 16 | −0.89 | † | † | < 0.001 | < 0.001 |
| Regulatory, audit, tax and legal | 22 | −0.79 | † | † | < 0.001 | < 0.001 |
| Financial crime and client onboarding | 17 | −0.82 | † | † | < 0.001 | < 0.001 |
| Class of work | | | | | | |
| LOB Operational | 172 | −0.82 | −0.86 to −0.76 | −0.86 to −0.76 | < 0.001 | < 0.001 |
| Corporate Functional | 151 | −0.73 | −0.80 to −0.65 | −0.82 to −0.63 | < 0.001 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 62 | −0.35 | −0.55 to −0.11 | −0.61 to 0.00 | 0.005 | 0.011 |
| Active, Transition/Cut-Over | 97 | −0.42 | −0.57 to −0.24 | −0.61 to −0.19 | < 0.001 | < 0.001 |
| Active, Production | 38 | −0.10 | −0.41 to 0.23 | −0.45 to 0.18 | 0.544 | 0.544 |
| Canceled | 126 | Not computable, the indicator or the measure is constant in this row |
| Respondent role | | | | | | |
| Individual Contributor | 142 | −0.81 | −0.86 to −0.74 | −0.86 to −0.75 | < 0.001 | < 0.001 |
| Engagement Manager | 150 | −0.78 | −0.83 to −0.70 | −0.83 to −0.72 | < 0.001 | < 0.001 |
| Portfolio Director | 31 | −0.71 | −0.85 to −0.47 | −0.90 to −0.45 | < 0.001 | < 0.001 |
| Customer Management Executive | 0 | ‡ | | | | |
| Vendor type | | | | | | |
| IT services major | 124 | −0.77 | −0.83 to −0.68 | −0.84 to −0.68 | < 0.001 | < 0.001 |
| BPO specialist | 76 | −0.84 | −0.89 to −0.76 | −0.90 to −0.74 | < 0.001 | < 0.001 |
| Consulting firm | 46 | −0.77 | −0.87 to −0.62 | −0.90 to −0.59 | < 0.001 | < 0.001 |
| Boutique or specialist provider | 36 | −0.75 | −0.86 to −0.55 | −0.91 to −0.54 | < 0.001 | < 0.001 |
| Pure-play agentic AI firm | 23 | −0.79 | † | † | < 0.001 | < 0.001 |
| Not reported, recovered by engagement | 18 | −0.87 | † | † | < 0.001 | < 0.001 |

Note: † Base under 30. No interval is reported. ‡ 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 | −0.80 | < 0.001 | Not applicable | Not applicable | 150 | −0.79 | −0.84 to −0.72 | 1.000 |
| Outsourcing model | | | | | | | | |
| CXM | −0.75 | < 0.001 | Not applicable | Not applicable | 42 | −0.80 | −0.89 to −0.65 | 1.000 |
| ITO | −0.80 | < 0.001 | Not applicable | Not applicable | 40 | −0.78 | −0.88 to −0.61 | 1.000 |
| BPO | −0.83 | < 0.001 | Not applicable | Not applicable | 37 | −0.85 | −0.92 to −0.73 | 1.000 |
| KPO | −0.82 | < 0.001 | Not applicable | Not applicable | 31 | −0.77 | −0.88 to −0.56 | 1.000 |
| Institution type | | | | | | | | |
| Asset management | −0.80 | < 0.001 | Not applicable | Not applicable | 24 | −0.73 | † | 0.998 |
| Wealth management and private banking | −0.73 | < 0.001 | Not applicable | Not applicable | 23 | −0.77 | † | 0.999 |
| Investment banking (advisory and capital-markets origination) | −0.79 | < 0.001 | Not applicable | Not applicable | 19 | −0.78 | † | 0.998 |
| Insurance (life, property and casualty, health) | −0.88 | < 0.001 | Not applicable | Not applicable | 14 | −0.77 | † | 0.991 |
| Commercial and business banking | −0.88 | < 0.001 | Not applicable | Not applicable | 13 | −0.89 | † | 1.000 |
| Payments and merchant acquiring (networks, acquiring, processing) | −0.66 | < 0.001 | Not applicable | Not applicable | 13 | −0.66 | † | 0.937 |
| Credit card and payments issuing | −0.83 | < 0.001 | Not applicable | Not applicable | 12 | −0.87 | † | 0.999 |
| Retail and consumer banking | −0.78 | < 0.001 | Not applicable | Not applicable | 12 | −0.92 | † | 1.000 |
| Markets and trading (sales and trading, global markets) | −0.82 | < 0.001 | Not applicable | Not applicable | 11 | −0.85 | † | 0.996 |
| Private equity and private capital | −0.76 | 0.002 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Process family | | | | | | | | |
| Corporate and back-office functions | −0.82 | < 0.001 | Not applicable | Not applicable | 47 | −0.84 | −0.91 to −0.72 | 1.000 |
| Technology engineering and operations | −0.73 | < 0.001 | Not applicable | Not applicable | 35 | −0.73 | −0.86 to −0.53 | 1.000 |
| Client servicing and communications | −0.89 | < 0.001 | Not applicable | Not applicable | 16 | −0.91 | † | 1.000 |
| Trade, settlement and reconciliation | −0.82 | < 0.001 | Not applicable | Not applicable | 15 | −0.83 | † | 0.999 |
| Payments, cards and disputes | −0.53 | 0.005 | Not applicable | Not applicable | 12 | −0.74 | † | 0.974 |
| Credit, underwriting and suitability | −0.91 | < 0.001 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Regulatory, audit, tax and legal | −0.76 | < 0.001 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Financial crime and client onboarding | −0.84 | < 0.001 | Not applicable | Not applicable | 7 | ‡ | ‡ | |
| Class of work | | | | | | | | |
| LOB Operational | −0.81 | < 0.001 | Not applicable | Not applicable | 76 | −0.81 | −0.88 to −0.71 | 1.000 |
| Corporate Functional | −0.76 | < 0.001 | Not applicable | Not applicable | 74 | −0.77 | −0.85 to −0.66 | 1.000 |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | −0.34 | 0.007 | Not applicable | Not applicable | 31 | −0.39 | −0.65 to −0.04 | 0.702 |
| Active, Transition/Cut-Over | −0.43 | < 0.001 | Not applicable | Not applicable | 43 | −0.47 | −0.67 to −0.19 | 0.891 |
| Active, Production | −0.13 | 0.432 | Not applicable | Not applicable | 20 | −0.10 | † | 0.194 |
| Canceled | Not computable, the indicator or the measure is constant in this row |
| Respondent role | | | | | | | | |
| Individual Contributor | −0.83 | < 0.001 | Not applicable | Not applicable | 92 | −0.81 | −0.87 to −0.73 | 1.000 |
| Engagement Manager | −0.79 | < 0.001 | Not applicable | Not applicable | 150 | −0.78 | −0.83 to −0.70 | 1.000 |
| Portfolio Director | −0.66 | < 0.001 | Not applicable | Not applicable | 31 | −0.71 | −0.85 to −0.47 | 0.999 |
| Customer Management Executive | ‡ n = 0 | | | | | | | |
| Vendor type | | | | | | | | |
| IT services major | −0.79 | < 0.001 | Not applicable | Not applicable | 59 | −0.76 | −0.85 to −0.63 | 1.000 |
| BPO specialist | −0.82 | < 0.001 | Not applicable | Not applicable | 37 | −0.86 | −0.93 to −0.74 | 1.000 |
| Consulting firm | −0.78 | < 0.001 | Not applicable | Not applicable | 23 | −0.78 | † | 0.999 |
| Boutique or specialist provider | −0.72 | < 0.001 | Not applicable | Not applicable | 17 | −0.80 | † | 0.999 |
| Pure-play agentic AI firm | −0.75 | < 0.001 | Not applicable | Not applicable | 14 | −0.77 | † | 0.990 |
| Not reported, recovered by engagement | −0.86 | < 0.001 | Not applicable | Not applicable | 16 | −0.86 | † | 1.000 |

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

The study set r was −0.78 (95% CI −0.82 to −0.73, Holm p < 0.001, n = 323 respondents). Of the 36 tested segment levels, 35 held after Holm control.

## 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 | −0.86 | −0.89 to −0.81 | < 0.001 | No | 1 |
| Customer satisfaction | Clean estimate | Engagement | 94 | 0.47 | 0.30 to 0.62 | < 0.001 | No | 4 |
| Engagement indicator mean | Full | Engagement | 150 | 0.73 | 0.65 to 0.80 | < 0.001 | No | 3 |
| Intent to leave | Respondent level, clustered | Respondent | 323 | −0.78 | −0.83 to −0.73 | < 0.001 | No | 2 |

Table 12. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | −0.03 | −2.11 | 0.035 | 0.070 | Do not differ |
| Cancellation rate and engagement indicator mean | 0.12 | 3.80 | < 0.001 | < 0.001 | Differ |
| Cancellation rate and intent to leave | 0.06 | 2.36 | 0.018 | 0.055 | Do not differ |
| Customer satisfaction and engagement indicator mean | 0.15 | 6.44 | < 0.001 | < 0.001 | Differ |
| Customer satisfaction and intent to leave | 0.09 | 4.79 | < 0.001 | < 0.001 | Differ |
| Engagement indicator mean and intent to leave | −0.06 | −2.11 | 0.035 | 0.070 | Do not differ |

Pairs were compared on the engagement level form of every measure, each turned so that a higher value was the better outcome, on the 150 engagements where the indicator and all four measures existed. Of the 6 pairs, 3 differed after Holm control.

## Clustering and Effective Sample Size

Table 13. Clustering and effective sample sizeTable

| Statistic | Value | Reading |
| --- | --- | --- |
| Clusters (engagements) | 150 | Engagements with at least one answer. |
| Mean respondents per engagement | 2.3 | Answers per engagement with at least one answer. |
| ICC(1) | 1.00 | Share of variance between engagements. |
| Design effect | 2.26 | 1 plus (mean cluster size minus 1) times ICC. |
| Nominal respondent n | 339 | Respondents who answered. |
| Effective n | 150 | Nominal n divided by the design effect. |
| Cluster bootstrap applied | Yes | Applied to every respondent level CI where the ICC is 0.05 or above. |

Clustering reduced the 339 respondent answers to about 150 independent answers. Respondent level intervals therefore used the cluster bootstrap, and respondent level tests on intent to leave used cluster-robust errors.

## 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 | −0.86 | \|r\| < 0.30 | 1.000 | < 0.001 | No | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | 0.47 | \|r\| < 0.30 | < 0.001 | 0.975 | No | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | 150 | 0.73 | \|r\| < 0.30 | < 0.001 | 1.000 | No | 0.96 | 0.23 | 0.23 |
| Intent to leave | 323, effective 142 | −0.78 | \|r\| < 0.30 | 1.000 | < 0.001 | No | 0.95 | 0.23 | 0.23 |

No measure showed a tested null. No result was inconclusive. The detection floor column is the study floor at 150 engagements. Intent to leave was tested on its effective n.

## 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 | −0.86 | −0.86 | a | −0.01 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | 0.47 | 0.47 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Engagement indicator mean | 0.73 | 0.76 | a | 0.02 | Yes |
| Rank correlation in place of Pearson | Intent to leave | −0.78 | −0.80 | a | −0.02 | Yes |
| Non-answers excluded, then imputed at the engagement mean | Intent to leave | −0.78 | −0.75 | a | 0.03 | Yes |
| Active engagements only | Engagement indicator mean | 0.73 | 0.35 | 0.16 to 0.52 | −0.38 | Yes |
| Active engagements only | Intent to leave | −0.78 | −0.35 | −0.47 to −0.22 | 0.43 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | −0.86 | −0.86 | −0.90 to −0.82 | −0.01 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | 0.47 | 0.50 | 0.33 to 0.64 | 0.03 | Yes |
| Most influential engagement removed (largest Cook's distance) | Engagement indicator mean | 0.73 | 0.74 | 0.66 to 0.81 | 0.01 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | −0.78 | −0.78 | −0.82 to −0.73 | 0.00 | Yes |
| Engagements weighted by respondent count | Cancellation rate | −0.86 | −0.86 | a | −0.01 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | 0.47 | 0.49 | a | 0.02 | Yes |
| Engagements weighted by respondent count | Engagement indicator mean | 0.73 | 0.75 | a | 0.01 | Yes |
| Bootstrap of engagements | Cancellation rate | −0.86 | −0.86 | −0.90 to −0.81 | 0.00 | Yes |
| Bootstrap of engagements | Customer satisfaction | 0.47 | 0.47 | 0.32 to 0.61 | 0.00 | Yes |
| Bootstrap of engagements | Engagement indicator mean | 0.73 | 0.74 | 0.66 to 0.80 | 0.00 | Yes |
| Bootstrap of engagements | Intent to leave | −0.78 | −0.78 | −0.83 to −0.73 | 0.00 | Yes |
| Thin-base segments removed | Cancellation rate | −0.86 | −0.84 | −0.89 to −0.76 | 0.01 | Yes |
| Thin-base segments removed | Customer satisfaction | 0.47 | 0.47 | 0.23 to 0.66 | 0.00 | Yes |
| Thin-base segments removed | Engagement indicator mean | 0.73 | 0.71 | 0.58 to 0.80 | −0.03 | Yes |
| Thin-base segments removed | Intent to leave | −0.78 | −0.74 | −0.80 to −0.67 | 0.04 | Yes |

Note: a No interval for this check.

Each change was computed before rounding, so it can differ by 0.01 from the difference of the two printed values.

Every check held. A check holds when its test lands on the same side of 0.05 as the primary test and, where the primary test is below 0.05, its r keeps the primary sign. Thin-base rule: engagements in any level under 30 engagements of outsourcing model or process family removed. Institution type is not used, because every one of its levels is under 30.

## Measure Independence and Part-Whole Correction

Each of the four measures was computed from data this indicator does not contain, so each result is a finding rather than an arithmetic consequence.

## Comparison with the Study Norm

Table 16. Comparison with the study normTable

| Measure | This indicator, oriented r | Study median, oriented r | Deviation | Fisher z | p | Holm p |
| --- | --- | --- | --- | --- | --- | --- |
| Cancellation rate | 0.86 | 0.60 | 0.26 | 7.11 | < 0.001 | < 0.001 |
| Customer satisfaction | 0.88 | 0.72 | 0.16 | 5.90 | < 0.001 | < 0.001 |
| Engagement indicator mean | 0.73 | 0.84 | −0.10 | −3.27 | 0.001 | 0.002 |
| Intent to leave | 0.79 | 0.71 | 0.08 | 2.35 | 0.019 | 0.019 |
| Spread of deviations | | | 0.36 | | | |
| Verdict | DIVERGENT | | | | | |

Each deviation was computed before rounding, so it can differ by 0.01 from the difference of the two printed values.

The comparison ran on 150 engagements. The indicator departed from the study's typical pattern on cancellation rate, customer satisfaction, engagement indicator mean and intent to leave.

## Interpretation of the Data

Planned team size had its strongest association with cancellation among the four study measures (r = −0.86, 95% CI −0.89 to −0.81, p < 0.001, n = 150 engagements). Its association with customer satisfaction on active engagements was the weakest of the four (r = 0.47, 95% CI 0.30 to 0.62, p < 0.001, n = 94 active engagements). All four associations held under every robustness check run on this item (22 of 22 checks).

## Limitations

The evidence is reported experience: what the delivery team said about its own engagement, gathered in one cross-section. The figures showed associations, not causes. Indicators about the financial institution were reported at second hand by vendor staff. Cancellation is a descriptive contrast, because canceled engagements were rated after they ended.

Tests across respondent role and vendor type were run at respondent level and treated respondents as independent. The section Clustering and Effective Sample Size states whether, and by how much, clustering within engagements reduced the information in respondent level figures.

Answers clustered fully within engagements, which left about one independent answer per engagement (ICC 1.00, 339 answers worth about 150 independent answers). Customer Management Executive answers were at anecdote strength (n = 1).

## Definitions

Table 17. DefinitionsTable

| Term | Definition |
| --- | --- |
| Response scale | As recorded, shown in Table 1. The indicator is not a rating, so no distressed range is defined. |
| Answering base | Respondents who entered a value. |
| Non-answers | “I do not know” and “I prefer to not answer” are counted separately and are excluded from the mean. |
| Indicator class | Perceived fact: a state of the engagement as the respondent perceives it, so “I do not know” is counted and reported as an answer. |
| Failure category | One of the five failure categories of the Study Taxonomy, section 3. Only the 100 rated indicators carry one, and the indicator is not among them. |
| Engagement indicator mean | The mean of an engagement's 100 indicator ratings. |

## Sources and Provenance

Table 18. Sources and provenanceTable

| Item | Value |
| --- | --- |
| Study data | Study Data.xlsx, Data sheet, column C042, sha256 219eba0457274d04 |
| Statistics engine | compute_statistics.py, sha256 738319eef764602b |
| Statistics record | Computed Statistics.json, record C042, sha256 e405f65a43e37a6e |
| Computed | October 8, 2026, 01:38 UTC |
| Template | Indicator Statistical Analysis Template, version 1.1 of 2026-10-06 |
| Figures placed by script | 1,990 of 1,990 |


## Links to related study evidence

- [Part 1](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/part-1-engagement-outcomes/)
- [Customer satisfaction](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-1-measure-customer-satisfaction/)
- [Engagement indicator mean](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-1-measure-engagement-indicator-mean/)
- [Intent to leave](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-4-c019/)
- [part 2](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/part-2-five-failure-categories/)
- [C019](https://akholi.com/outsourcing-2026-agentic-ai-tier-1-banks/study-data/part-4-c019/)