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

Engagement indicator mean

Study Data · Part 1 · Indicator Deep-Dive Analysis

# Engagement indicator mean

Indicator MEASURE:engagement_indicator_mean · By Phil Hatch · Akholi · October 9, 2026

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## On this page

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

## Indicator Specification

Table 1. Indicator specificationTable

| Field | Value |
| --- | --- |
| Indicator code | None, a study measure |
| Question as asked | Engagement indicator mean |
| Failure category | Not one of the 100 rated indicators |
| Place in the survey | Not a survey item |
| Indicator class | Engagement attribute |
| Indicator type | Study measure |
| Response scale | 1 to 10, the mean of the 100 rated indicators |
| Answering base | 150 engagements |
| Non-answers | None, the value is recorded for every engagement |
| Identity with a study measure | Engagement indicator mean |

## 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 | −0.72 | −0.79 to −0.63 | < 0.001 |
| Customer satisfaction | Clean estimate | 94 engagements | 0.84 | 0.77 to 0.89 | < 0.001 |
| Engagement indicator mean | Identity with this measure, not tested |
| Intent to leave | Respondent level, clustered | 798 respondents | −0.78 | −0.82 to −0.74 | < 0.001 |

The engagement indicator mean across the study set was just above its median (mean 4.0, median 3.8, n = 150 engagements). Canceled engagements carried a lower engagement indicator mean (r = −0.72, 95% CI −0.79 to −0.63, p < 0.001, n = 150 engagements). A higher engagement indicator mean came with higher customer satisfaction on active engagements (r = 0.84, 95% CI 0.77 to 0.89, p < 0.001, n = 94 active engagements). This block is the engagement indicator mean itself, so its own cell was an identity by construction (r = 1.00). Respondents on engagements with a lower engagement indicator mean reported higher intent to leave (r = −0.78, cluster bootstrap 95% CI −0.82 to −0.74, p < 0.001, n = 798 respondents). The engagement indicator mean differed after Holm control by engagement status and lifecycle stage (Welch F 70.90, Holm p < 0.001, omega squared 0.509).

## Distribution of Recorded Values

Table 3. Distribution of recorded valuesTable

| Value | Engagements | Share of engagements a | Cumulative share |
| --- | --- | --- | --- |
| 1.2 to 1.8 | 2 | 1.33% | 1.33% |
| 1.8 to 2.4 | 22 | 14.67% | 16.00% |
| 2.4 to 3.0 | 23 | 15.33% | 31.33% |
| 3.0 to 3.6 | 21 | 14.00% | 45.33% |
| 3.6 to 4.2 | 17 | 11.33% | 56.67% |
| 4.2 to 4.8 | 18 | 12.00% | 68.67% |
| 4.8 to 5.4 | 15 | 10.00% | 78.67% |
| 5.4 to 6.1 | 18 | 12.00% | 90.67% |
| 6.1 to 6.7 | 7 | 4.67% | 95.33% |
| 6.7 to 7.3 | 7 | 4.67% | 100.00% |
| Total | 150 | 100.00% | |

Note: a Share of engagements (base 150).
Table 4. Recorded values, engagement level summaryTable

| Engagement level summary | Engagements | Mean | SD | Min | Median | Max | Engagements with a distressed value | Share of engagements distressed |
| --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Values as recorded | 150 | 4.0 | 1.5 | 1.2 | 3.8 | 7.3 | Not applicable | Not applicable |

The value was recorded once per engagement, so every figure in this section counts out of 150 engagements. The mean was 4.0 and the median was 3.8, on 150 engagements.

## Descriptive Statistics by Segment

Table 5a. Descriptive statistics by segment, part 1 of 2Table

| Segment | Base | Answered | Answer rate | Engagements | Mean | 95% CI | SD |
| --- | --- | --- | --- | --- | --- | --- | --- |
| Study set | 150 | 150 | 100.00% of 150 | 150 | 4.0 | 3.8 to 4.3 | 1.5 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 42 | 100.00% of 42 | 42 | 4.2 | 3.7 to 4.8 | 1.6 |
| ITO | 40 | 40 | 100.00% of 40 | 40 | 4.1 | 3.7 to 4.5 | 1.3 |
| BPO | 37 | 37 | 100.00% of 37 | 37 | 3.7 | 3.3 to 4.2 | 1.3 |
| KPO | 31 | 31 | 100.00% of 31 | 31 | 4.0 | 3.4 to 4.6 | 1.6 |
| Institution type | | | | | | | |
| Asset management | 24 | 24 | 100.00% of 24 | 24 | 3.9 | † | 1.6 |
| Wealth management and private banking | 23 | 23 | 100.00% of 23 | 23 | 4.1 | † | 1.5 |
| Investment banking (advisory and capital-markets origination) | 19 | 19 | 100.00% of 19 | 19 | 3.4 | † | 1.1 |
| Insurance (life, property and casualty, health) | 14 | 14 | 100.00% of 14 | 14 | 4.0 | † | 1.6 |
| Commercial and business banking | 13 | 13 | 100.00% of 13 | 13 | 4.5 | † | 1.5 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 13 | 100.00% of 13 | 13 | 4.2 | † | 1.6 |
| Credit card and payments issuing | 12 | 12 | 100.00% of 12 | 12 | 3.7 | † | 1.3 |
| Retail and consumer banking | 12 | 12 | 100.00% of 12 | 12 | 4.4 | † | 1.6 |
| Markets and trading (sales and trading, global markets) | 11 | 11 | 100.00% of 11 | 11 | 4.4 | † | 1.5 |
| Private equity and private capital | 9 | 9 | 9 of 9 | 9 | ‡ | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 47 | 100.00% of 47 | 47 | 3.9 | 3.5 to 4.4 | 1.6 |
| Technology engineering and operations | 35 | 35 | 100.00% of 35 | 35 | 4.3 | 3.9 to 4.8 | 1.3 |
| Client servicing and communications | 16 | 16 | 100.00% of 16 | 16 | 3.7 | † | 1.6 |
| Trade, settlement and reconciliation | 15 | 15 | 100.00% of 15 | 15 | 3.6 | † | 1.4 |
| Payments, cards and disputes | 12 | 12 | 100.00% of 12 | 12 | 4.4 | † | 1.3 |
| Credit, underwriting and suitability | 9 | 9 | 9 of 9 | 9 | ‡ | | |
| Regulatory, audit, tax and legal | 9 | 9 | 9 of 9 | 9 | ‡ | | |
| Financial crime and client onboarding | 7 | 7 | 7 of 7 | 7 | ‡ | | |
| Class of work | | | | | | | |
| LOB Operational | 76 | 76 | 100.00% of 76 | 76 | 4.0 | 3.6 to 4.3 | 1.5 |
| Corporate Functional | 74 | 74 | 100.00% of 74 | 74 | 4.0 | 3.7 to 4.4 | 1.5 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 31 | 100.00% of 31 | 31 | 4.8 | 4.4 to 5.2 | 1.1 |
| Active, Transition/Cut-Over | 43 | 43 | 100.00% of 43 | 43 | 4.9 | 4.5 to 5.2 | 1.2 |
| Active, Production | 20 | 20 | 100.00% of 20 | 20 | 4.8 | † | 1.4 |
| Canceled | 56 | 56 | 100.00% of 56 | 56 | 2.6 | 2.5 to 2.8 | 0.6 |

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 | 1.2 | 2.7 | 3.8 | 5.2 | 7.3 | Not applicable | Not applicable |
| Outsourcing model | | | | | | | |
| CXM | 1.2 | 3.0 | 4.1 | 5.2 | 7.3 | Not applicable | Not applicable |
| ITO | 1.9 | 3.1 | 3.8 | 5.0 | 6.5 | Not applicable | Not applicable |
| BPO | 1.8 | 2.5 | 3.5 | 4.9 | 5.8 | Not applicable | Not applicable |
| KPO | 1.8 | 2.6 | 3.7 | 5.4 | 7.2 | Not applicable | Not applicable |
| Institution type | | | | | | | |
| Asset management | 1.9 | 2.8 | 3.3 | 5.3 | 7.3 | Not applicable | Not applicable |
| Wealth management and private banking | 1.9 | 2.6 | 4.4 | 4.9 | 7.0 | Not applicable | Not applicable |
| Investment banking (advisory and capital-markets origination) | 1.8 | 2.6 | 3.4 | 4.2 | 5.8 | Not applicable | Not applicable |
| Insurance (life, property and casualty, health) | 1.2 | 2.7 | 4.1 | 5.2 | 6.5 | Not applicable | Not applicable |
| Commercial and business banking | 2.2 | 3.3 | 4.6 | 5.1 | 7.2 | Not applicable | Not applicable |
| Payments and merchant acquiring (networks, acquiring, processing) | 2.0 | 3.0 | 4.0 | 4.8 | 7.1 | Not applicable | Not applicable |
| Credit card and payments issuing | 2.3 | 2.6 | 3.6 | 4.0 | 6.4 | Not applicable | Not applicable |
| Retail and consumer banking | 1.8 | 3.3 | 4.8 | 5.7 | 6.9 | Not applicable | Not applicable |
| Markets and trading (sales and trading, global markets) | 2.4 | 3.0 | 5.2 | 5.7 | 6.1 | Not applicable | Not applicable |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 1.2 | 2.6 | 3.4 | 5.6 | 7.1 | Not applicable | Not applicable |
| Technology engineering and operations | 1.9 | 3.4 | 4.3 | 5.4 | 7.0 | Not applicable | Not applicable |
| Client servicing and communications | 2.0 | 2.4 | 3.1 | 4.9 | 7.3 | Not applicable | Not applicable |
| Trade, settlement and reconciliation | 1.9 | 2.5 | 3.4 | 4.5 | 5.8 | Not applicable | Not applicable |
| Payments, cards and disputes | 2.4 | 3.4 | 4.5 | 5.0 | 7.1 | Not applicable | Not applicable |
| Credit, underwriting and suitability | ‡ n = 9 | | | | | | |
| Regulatory, audit, tax and legal | ‡ n = 9 | | | | | | |
| Financial crime and client onboarding | ‡ n = 7 | | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 1.8 | 2.7 | 3.8 | 4.9 | 7.3 | Not applicable | Not applicable |
| Corporate Functional | 1.2 | 2.8 | 3.8 | 5.4 | 7.0 | Not applicable | Not applicable |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 3.3 | 3.8 | 4.8 | 5.4 | 7.2 | Not applicable | Not applicable |
| Active, Transition/Cut-Over | 2.2 | 3.9 | 4.9 | 5.8 | 7.1 | Not applicable | Not applicable |
| Active, Production | 2.0 | 3.9 | 4.6 | 5.7 | 7.3 | Not applicable | Not applicable |
| Canceled | 1.2 | 2.3 | 2.5 | 3.0 | 4.3 | Not applicable | Not applicable |

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

Figures are engagement 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 | 0.90 | 3, 78.2 | 0.444 | 1.000 | −0.003 | 0.000 to 0.049 |
| Institution type | 1.03 | 8, 49.1 | 0.425 | 1.000 | −0.007 | 0.000 to 0.063 |
| Process family | 1.20 | 4, 39.7 | 0.325 | 1.000 | 0.003 | 0.000 to 0.074 |
| Class of work | 0.07 | 1, 148.0 | 0.795 | 1.000 | −0.006 | 0.000 to 0.019 |
| Engagement status and lifecycle stage | 70.90 | 3, 54.0 | < 0.001 | < 0.001 | 0.509 | 0.421 to 0.585 |

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 | 2.36 | 0.502 | Not applicable | | Not applicable | | None |
| Institution type | 6.72 | 0.567 | Not applicable | | Not applicable | | a |
| Process family | 5.33 | 0.255 | Not applicable | | Not applicable | | b |
| Class of work | 0.16 | 0.693 | Not applicable | | Not applicable | | None |
| Engagement status and lifecycle stage | 83.87 | < 0.001 | 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.

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. Engagement status and lifecycle stage differed after Holm control (Welch F 70.90, Holm p < 0.001, tested on engagement means). In Descriptive Statistics by Segment, Active, Transition/Cut-Over had the highest mean, 4.9 (n = 43 engagements), and Canceled the lowest, 2.6 (n = 56 engagements). No difference held after Holm control for outsourcing model, institution type, process family and class of work.

## 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 | −0.72 | −0.79 to −0.63 | < 0.001 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 42 | 15 | 35.71% of 42 | −0.71 | −0.83 to −0.52 | < 0.001 | < 0.001 |
| ITO | 40 | 15 | 37.50% of 40 | −0.71 | −0.84 to −0.51 | < 0.001 | < 0.001 |
| BPO | 37 | 14 | 37.84% of 37 | −0.80 | −0.89 to −0.64 | < 0.001 | < 0.001 |
| KPO | 31 | 12 | 38.71% of 31 | −0.71 | −0.85 to −0.48 | < 0.001 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 24 | 13 | 54.17% of 24 | −0.82 | † | < 0.001 | < 0.001 |
| Wealth management and private banking | 23 | 8 | 34.78% of 23 | −0.72 | † | < 0.001 | 0.001 |
| Investment banking (advisory and capital-markets origination) | 19 | 9 | 47.37% of 19 | −0.70 | † | < 0.001 | 0.006 |
| Insurance (life, property and casualty, health) | 14 | 5 | 35.71% of 14 | −0.81 | † | < 0.001 | 0.004 |
| Commercial and business banking | 13 | 4 | 30.77% of 13 | −0.64 | † | 0.019 | 0.058 |
| Payments and merchant acquiring (networks, acquiring, processing) | 13 | 3 | 23.08% of 13 | −0.56 | † | 0.047 | 0.058 |
| Credit card and payments issuing | 12 | 5 | 41.67% of 12 | −0.77 | † | 0.003 | 0.014 |
| Retail and consumer banking | 12 | 4 | 33.33% of 12 | −0.88 | † | < 0.001 | 0.002 |
| Markets and trading (sales and trading, global markets) | 11 | 3 | 27.27% of 11 | −0.80 | † | 0.003 | 0.014 |
| Private equity and private capital | 9 | 2 | 2 of 9 | ‡ | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 47 | 19 | 40.43% of 47 | −0.73 | −0.84 to −0.56 | < 0.001 | < 0.001 |
| Technology engineering and operations | 35 | 10 | 28.57% of 35 | −0.71 | −0.84 to −0.50 | < 0.001 | < 0.001 |
| Client servicing and communications | 16 | 9 | 56.25% of 16 | −0.73 | † | 0.001 | 0.009 |
| Trade, settlement and reconciliation | 15 | 8 | 53.33% of 15 | −0.73 | † | 0.002 | 0.012 |
| Payments, cards and disputes | 12 | 2 | 16.67% of 12 | −0.66 | † | 0.020 | 0.058 |
| 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 | −0.69 | −0.79 to −0.54 | < 0.001 | < 0.001 |
| Corporate Functional | 74 | 26 | 35.14% of 74 | −0.76 | −0.84 to −0.64 | < 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 | 0.03 to 0.18 | 0.95 | Not applicable | Not applicable | Not applicable | 1.000 |
| Outsourcing model | | | | | | | |
| CXM | 0.10 | 0.02 to 0.43 | 0.95 | Not applicable | Not applicable | Not applicable | 1.000 |
| ITO | 0.05 | 0.01 to 0.40 | 0.94 | Not applicable | Not applicable | Not applicable | 1.000 |
| BPO | 0.01 | a | 0.98 | Not applicable | Not applicable | Not applicable | 1.000 |
| KPO | 0.10 | 0.02 to 0.55 | 0.93 | Not applicable | Not applicable | Not applicable | 0.999 |
| Institution type | | | | | | | |
| Asset management | 0.00 | † n = 24 | 0.99 | Not applicable | Not applicable | Not applicable | 1.000 |
| Wealth management and private banking | 0.13 | † n = 23 | 0.94 | Not applicable | Not applicable | Not applicable | 0.997 |
| Investment banking (advisory and capital-markets origination) | 0.08 | † n = 19 | 0.91 | Not applicable | Not applicable | Not applicable | 0.988 |
| Insurance (life, property and casualty, health) | 0.01 | † n = 14 | 0.98 | Not applicable | Not applicable | Not applicable | 0.996 |
| Commercial and business banking | 0.15 | † n = 13 | 0.94 | Not applicable | Not applicable | Not applicable | 0.919 |
| Payments and merchant acquiring (networks, acquiring, processing) | 0.06 | † n = 13 | 0.93 | Not applicable | Not applicable | Not applicable | 0.845 |
| Credit card and payments issuing | 0.02 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 0.984 |
| Retail and consumer banking | 0.17 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 0.999 |
| Markets and trading (sales and trading, global markets) | 0.22 | † n = 11 | 1.00 | Not applicable | Not applicable | Not applicable | 0.988 |
| Private equity and private capital | ‡ n = 9 | | | | | | |
| Process family | | | | | | | |
| Corporate and back-office functions | 0.09 | 0.02 to 0.40 | 0.94 | Not applicable | Not applicable | Not applicable | 1.000 |
| Technology engineering and operations | 0.00 | a | 0.98 | Not applicable | Not applicable | Not applicable | 1.000 |
| Client servicing and communications | 0.19 | † n = 16 | 0.86 | Not applicable | Not applicable | Not applicable | 0.987 |
| Trade, settlement and reconciliation | 0.15 | † n = 15 | 0.93 | Not applicable | Not applicable | Not applicable | 0.984 |
| Payments, cards and disputes | 0.15 | † n = 12 | 1.00 | Not applicable | Not applicable | Not applicable | 0.924 |
| 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 | 0.12 | 0.05 to 0.31 | 0.92 | Not applicable | Not applicable | Not applicable | 1.000 |
| Corporate Functional | 0.02 | 0.00 to 0.19 | 0.97 | 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. a Not estimable, too few events in one group.

The study set r was −0.72 (95% CI −0.79 to −0.63, Holm p < 0.001, n = 150 engagements). Of the 20 tested segment levels, 17 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 | 0.84 | 0.77 to 0.89 | < 0.001 | < 0.001 | 0.84 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 27 | 0.90 | † | < 0.001 | < 0.001 | 0.89 | < 0.001 |
| ITO | 25 | 0.83 | † | < 0.001 | < 0.001 | 0.86 | < 0.001 |
| BPO | 23 | 0.93 | † | < 0.001 | < 0.001 | 0.94 | < 0.001 |
| KPO | 19 | 0.88 | † | < 0.001 | < 0.001 | 0.85 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 11 | 0.88 | † | < 0.001 | 0.001 | 0.84 | 0.001 |
| Wealth management and private banking | 15 | 0.78 | † | < 0.001 | 0.001 | 0.76 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 10 | 0.76 | † | 0.010 | 0.010 | 0.60 | 0.069 |
| Insurance (life, property and casualty, health) | 9 | ‡ | | | | | |
| Commercial and business banking | 9 | ‡ | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 10 | 0.97 | † | < 0.001 | < 0.001 | 0.95 | < 0.001 |
| 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 | 0.87 | † | < 0.001 | < 0.001 | 0.85 | < 0.001 |
| Technology engineering and operations | 25 | 0.83 | † | < 0.001 | < 0.001 | 0.85 | < 0.001 |
| Client servicing and communications | 7 | ‡ | | | | | |
| Trade, settlement and reconciliation | 7 | ‡ | | | | | |
| Payments, cards and disputes | 10 | 0.90 | † | < 0.001 | 0.001 | 0.78 | 0.008 |
| Credit, underwriting and suitability | 8 | ‡ | | | | | |
| Regulatory, audit, tax and legal | 5 | ‡ | | | | | |
| Financial crime and client onboarding | 4 | ‡ | | | | | |
| Class of work | | | | | | | |
| LOB Operational | 46 | 0.86 | 0.76 to 0.92 | < 0.001 | < 0.001 | 0.84 | < 0.001 |
| Corporate Functional | 48 | 0.81 | 0.69 to 0.89 | < 0.001 | < 0.001 | 0.81 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 31 | 0.83 | 0.67 to 0.92 | < 0.001 | < 0.001 | 0.83 | < 0.001 |
| Active, Transition/Cut-Over | 43 | 0.87 | 0.78 to 0.93 | < 0.001 | < 0.001 | 0.86 | < 0.001 |
| Active, Production | 20 | 0.83 | † | < 0.001 | < 0.001 | 0.81 | < 0.001 |
| 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 | 8.15 | 7.07 to 9.23 | 0.71 | 1.000 | 150 | 0.85 | < 0.001 |
| Outsourcing model | | | | | | | |
| CXM | 8.56 | † n = 27 | 0.81 | 1.000 | 42 | 0.88 | < 0.001 |
| ITO | 8.12 | † n = 25 | 0.68 | 1.000 | 40 | 0.81 | < 0.001 |
| BPO | 10.15 | † n = 23 | 0.87 | 1.000 | 37 | 0.91 | < 0.001 |
| KPO | 8.03 | † n = 19 | 0.77 | 1.000 | 31 | 0.88 | < 0.001 |
| Institution type | | | | | | | |
| Asset management | 7.10 | † n = 11 | 0.77 | 0.999 | 24 | 0.87 | < 0.001 |
| Wealth management and private banking | 6.27 | † n = 15 | 0.60 | 0.994 | 23 | 0.82 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 10.65 | † n = 10 | 0.58 | 0.967 | 19 | 0.81 | < 0.001 |
| Insurance (life, property and casualty, health) | ‡ n = 9 | | | | | | |
| Commercial and business banking | ‡ n = 9 | | | | | | |
| Payments and merchant acquiring (networks, acquiring, processing) | 9.28 | † n = 10 | 0.94 | 1.000 | 13 | 0.86 | < 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 | 8.33 | † n = 28 | 0.76 | 1.000 | 47 | 0.88 | < 0.001 |
| Technology engineering and operations | 8.69 | † n = 25 | 0.69 | 1.000 | 35 | 0.85 | < 0.001 |
| Client servicing and communications | ‡ n = 7 | | | | | | |
| Trade, settlement and reconciliation | ‡ n = 7 | | | | | | |
| Payments, cards and disputes | 9.41 | † n = 10 | 0.82 | 0.999 | 12 | 0.88 | < 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 | 8.41 | 6.90 to 9.92 | 0.74 | 1.000 | 76 | 0.84 | < 0.001 |
| Corporate Functional | 7.76 | 6.11 to 9.41 | 0.66 | 1.000 | 74 | 0.87 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | | |
| Active, Build-Out | 7.54 | 5.62 to 9.47 | 0.69 | 1.000 | 31 | 0.83 | < 0.001 |
| Active, Transition/Cut-Over | 9.19 | 7.59 to 10.80 | 0.77 | 1.000 | 43 | 0.87 | < 0.001 |
| Active, Production | 6.99 | † | 0.68 | 1.000 | 20 | 0.83 | < 0.001 |
| 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 0.84 (95% CI 0.77 to 0.89, Holm p < 0.001, n = 94 engagements). Of the 16 tested segment levels, 16 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.

This block is the measure itself, so its association with the measure is an identity, 1.00 by construction, in every segment, and not a finding.

## 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 9a. Association with intent to leave by segment, part 1 of 2Table

| Segment | Respondents | r | 95% CI | Cluster bootstrap 95% CI | p | Holm p |
| --- | --- | --- | --- | --- | --- | --- |
| Study set | 798 | −0.78 | −0.81 to −0.75 | −0.82 to −0.74 | < 0.001 | < 0.001 |
| Outsourcing model | | | | | | |
| CXM | 215 | −0.78 | −0.83 to −0.72 | −0.87 to −0.66 | < 0.001 | < 0.001 |
| ITO | 233 | −0.75 | −0.80 to −0.69 | −0.82 to −0.65 | < 0.001 | < 0.001 |
| BPO | 196 | −0.86 | −0.89 to −0.82 | −0.91 to −0.80 | < 0.001 | < 0.001 |
| KPO | 154 | −0.79 | −0.84 to −0.72 | −0.86 to −0.68 | < 0.001 | < 0.001 |
| Institution type | | | | | | |
| Asset management | 122 | −0.83 | −0.88 to −0.77 | −0.91 to −0.70 | < 0.001 | < 0.001 |
| Wealth management and private banking | 132 | −0.75 | −0.82 to −0.67 | −0.86 to −0.60 | < 0.001 | < 0.001 |
| Investment banking (advisory and capital-markets origination) | 98 | −0.65 | −0.75 to −0.52 | −0.80 to −0.43 | < 0.001 | < 0.001 |
| Insurance (life, property and casualty, health) | 71 | −0.86 | −0.91 to −0.78 | −0.92 to −0.75 | < 0.001 | < 0.001 |
| Commercial and business banking | 76 | −0.73 | −0.82 to −0.61 | −0.86 to −0.53 | < 0.001 | < 0.001 |
| Payments and merchant acquiring (networks, acquiring, processing) | 69 | −0.79 | −0.86 to −0.68 | −0.91 to −0.62 | < 0.001 | < 0.001 |
| Credit card and payments issuing | 70 | −0.85 | −0.91 to −0.77 | −0.94 to −0.71 | < 0.001 | < 0.001 |
| Retail and consumer banking | 67 | −0.83 | −0.89 to −0.73 | −0.91 to −0.64 | < 0.001 | < 0.001 |
| Markets and trading (sales and trading, global markets) | 55 | −0.82 | −0.89 to −0.71 | −0.93 to −0.62 | < 0.001 | < 0.001 |
| Private equity and private capital | 38 | −0.74 | −0.85 to −0.54 | § n = 9 | < 0.001 | < 0.001 |
| Process family | | | | | | |
| Corporate and back-office functions | 226 | −0.81 | −0.85 to −0.77 | −0.87 to −0.74 | < 0.001 | < 0.001 |
| Technology engineering and operations | 194 | −0.73 | −0.79 to −0.66 | −0.81 to −0.61 | < 0.001 | < 0.001 |
| Client servicing and communications | 89 | −0.82 | −0.88 to −0.74 | −0.94 to −0.50 | < 0.001 | < 0.001 |
| Trade, settlement and reconciliation | 75 | −0.79 | −0.86 to −0.69 | −0.91 to −0.52 | < 0.001 | < 0.001 |
| Payments, cards and disputes | 70 | −0.78 | −0.86 to −0.67 | −0.91 to −0.41 | < 0.001 | < 0.001 |
| Credit, underwriting and suitability | 53 | −0.69 | −0.81 to −0.51 | § n = 9 | < 0.001 | < 0.001 |
| Regulatory, audit, tax and legal | 49 | −0.81 | −0.89 to −0.68 | § n = 9 | < 0.001 | < 0.001 |
| Financial crime and client onboarding | 42 | −0.88 | −0.93 to −0.78 | § n = 7 | < 0.001 | < 0.001 |
| Class of work | | | | | | |
| LOB Operational | 424 | −0.76 | −0.80 to −0.72 | −0.82 to −0.69 | < 0.001 | < 0.001 |
| Corporate Functional | 374 | −0.81 | −0.84 to −0.77 | −0.85 to −0.74 | < 0.001 | < 0.001 |
| Engagement status and lifecycle stage | | | | | | |
| Active, Build-Out | 166 | −0.61 | −0.70 to −0.51 | −0.75 to −0.41 | < 0.001 | < 0.001 |
| Active, Transition/Cut-Over | 237 | −0.59 | −0.66 to −0.50 | −0.69 to −0.44 | < 0.001 | < 0.001 |
| Active, Production | 95 | −0.59 | −0.71 to −0.44 | −0.78 to −0.28 | < 0.001 | < 0.001 |
| Canceled | 300 | 0.07 | −0.04 to 0.18 | −0.09 to 0.22 | 0.225 | 0.225 |

Note: § Too few engagements for a cluster bootstrap interval.
Table 9b. 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 | −0.78 | < 0.001 | Not applicable | Not applicable | 150 | −0.84 | −0.88 to −0.78 | 1.000 |
| Outsourcing model | | | | | | | | |
| CXM | −0.77 | < 0.001 | Not applicable | Not applicable | 42 | −0.85 | −0.92 to −0.74 | 1.000 |
| ITO | −0.75 | < 0.001 | Not applicable | Not applicable | 40 | −0.79 | −0.89 to −0.64 | 1.000 |
| BPO | −0.82 | < 0.001 | Not applicable | Not applicable | 37 | −0.91 | −0.95 to −0.83 | 1.000 |
| KPO | −0.76 | < 0.001 | Not applicable | Not applicable | 31 | −0.84 | −0.92 to −0.70 | 1.000 |
| Institution type | | | | | | | | |
| Asset management | −0.78 | < 0.001 | Not applicable | Not applicable | 24 | −0.86 | † | 1.000 |
| Wealth management and private banking | −0.76 | < 0.001 | Not applicable | Not applicable | 23 | −0.80 | † | 1.000 |
| Investment banking (advisory and capital-markets origination) | −0.67 | < 0.001 | Not applicable | Not applicable | 19 | −0.68 | † | 0.982 |
| Insurance (life, property and casualty, health) | −0.88 | < 0.001 | Not applicable | Not applicable | 14 | −0.92 | † | 1.000 |
| Commercial and business banking | −0.74 | < 0.001 | Not applicable | Not applicable | 13 | −0.78 | † | 0.989 |
| Payments and merchant acquiring (networks, acquiring, processing) | −0.81 | < 0.001 | Not applicable | Not applicable | 13 | −0.88 | † | 1.000 |
| Credit card and payments issuing | −0.82 | < 0.001 | Not applicable | Not applicable | 12 | −0.92 | † | 1.000 |
| Retail and consumer banking | −0.84 | < 0.001 | Not applicable | Not applicable | 12 | −0.88 | † | 0.999 |
| Markets and trading (sales and trading, global markets) | −0.76 | < 0.001 | Not applicable | Not applicable | 11 | −0.94 | † | 1.000 |
| Private equity and private capital | −0.69 | < 0.001 | Not applicable | Not applicable | 9 | ‡ | ‡ | |
| Process family | | | | | | | | |
| Corporate and back-office functions | −0.79 | < 0.001 | Not applicable | Not applicable | 47 | −0.87 | −0.93 to −0.78 | 1.000 |
| Technology engineering and operations | −0.76 | < 0.001 | Not applicable | Not applicable | 35 | −0.79 | −0.89 to −0.61 | 1.000 |
| Client servicing and communications | −0.61 | < 0.001 | Not applicable | Not applicable | 16 | −0.86 | † | 1.000 |
| Trade, settlement and reconciliation | −0.68 | < 0.001 | Not applicable | Not applicable | 15 | −0.80 | † | 0.997 |
| Payments, cards and disputes | −0.67 | < 0.001 | Not applicable | Not applicable | 12 | −0.84 | † | 0.997 |
| Credit, underwriting and suitability | −0.71 | < 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 | −0.80 | < 0.001 | Not applicable | Not applicable | 7 | ‡ | ‡ | |
| Class of work | | | | | | | | |
| LOB Operational | −0.74 | < 0.001 | Not applicable | Not applicable | 76 | −0.81 | −0.88 to −0.72 | 1.000 |
| Corporate Functional | −0.81 | < 0.001 | Not applicable | Not applicable | 74 | −0.87 | −0.91 to −0.79 | 1.000 |
| Engagement status and lifecycle stage | | | | | | | | |
| Active, Build-Out | −0.59 | < 0.001 | Not applicable | Not applicable | 31 | −0.73 | −0.86 to −0.51 | 1.000 |
| Active, Transition/Cut-Over | −0.58 | < 0.001 | Not applicable | Not applicable | 43 | −0.70 | −0.83 to −0.51 | 1.000 |
| Active, Production | −0.58 | < 0.001 | Not applicable | Not applicable | 20 | −0.65 | † | 0.973 |
| Canceled | 0.06 | 0.305 | Not applicable | Not applicable | 56 | 0.11 | −0.15 to 0.37 | 0.078 |

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

The study set r was −0.78 (95% CI −0.81 to −0.75, Holm p < 0.001, n = 798 respondents). Of the 28 tested segment levels, 27 held after Holm control.

## Comparison of Associations Across the Four Measures

Table 10. 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 | −0.72 | −0.79 to −0.63 | < 0.001 | No | 3 |
| Customer satisfaction | Clean estimate | Engagement | 94 | 0.84 | 0.77 to 0.89 | < 0.001 | No | 1 |
| Engagement indicator mean | Identity, 1.00 by construction, the block is this measure |
| Intent to leave | Respondent level, clustered | Respondent | 798 | −0.78 | −0.82 to −0.74 | < 0.001 | No | 2 |

Table 11. Pairwise comparison of associationsTable

| Pair compared | Difference in r | Steiger z | p | Holm p | Reading |
| --- | --- | --- | --- | --- | --- |
| Cancellation rate and customer satisfaction | −0.13 | −7.89 | < 0.001 | < 0.001 | Differ |
| Cancellation rate and engagement indicator mean | Identity, not compared |
| Cancellation rate and intent to leave | −0.12 | −3.98 | < 0.001 | < 0.001 | Differ |
| Customer satisfaction and engagement indicator mean | Identity, not compared |
| Customer satisfaction and intent to leave | 0.02 | 0.88 | 0.381 | 0.381 | Do not differ |
| Engagement indicator mean and intent to leave | Identity, not compared |

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 3 pairs, 2 differed after Holm control.

## Clustering and Effective Sample Size

Table 12. Clustering and effective sample sizeTable

| Statistic | Value | Reading |
| --- | --- | --- |
| Clusters (engagements) | 150 | Engagements with at least one answer. |
| Mean respondents per engagement | 5.7 | Answers per engagement with at least one answer. |
| ICC(1) | 0.69 | Share of variance between engagements. |
| Design effect | 4.23 | 1 plus (mean cluster size minus 1) times ICC. |
| Nominal respondent n | 850 | Respondents who answered. |
| Effective n | 201 | 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 850 respondent answers to about 201 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 13. Equivalence tests of null resultsTable

| Measure | n | r | Equivalence bound | TOST p, lower | TOST p, upper | Equivalent to zero | Achieved power | MDE at power 0.80 | Detection floor for this n |
| --- | --- | --- | --- | --- | --- | --- | --- | --- | --- |
| Cancellation rate | 150 | −0.72 | \|r\| < 0.30 | 1.000 | < 0.001 | No | 0.96 | 0.23 | 0.23 |
| Customer satisfaction | 94 | 0.84 | \|r\| < 0.30 | < 0.001 | 1.000 | No | 0.84 | 0.29 | 0.23 |
| Engagement indicator mean | Identity, not a finding |
| Intent to leave | 798 | −0.78 | \|r\| < 0.30 | 1.000 | < 0.001 | No | 1.00 | 0.10 | 0.23 |

No measure showed a tested null. No result was inconclusive. The detection floor column is the study floor at 150 engagements.

## Robustness Checks

Table 14. Robustness checksTable

| Check | Measure | Primary r | Check r | 95% CI | Change | Conclusion holds |
| --- | --- | --- | --- | --- | --- | --- |
| Rank correlation in place of Pearson | Cancellation rate | −0.72 | −0.75 | a | −0.03 | Yes |
| Rank correlation in place of Pearson | Customer satisfaction | 0.84 | 0.84 | a | 0.00 | Yes |
| Rank correlation in place of Pearson | Intent to leave | −0.78 | −0.78 | a | 0.01 | Yes |
| Active engagements only | Intent to leave | −0.78 | −0.59 | −0.65 to −0.53 | 0.19 | Yes |
| Most influential engagement removed (largest Cook's distance) | Cancellation rate | −0.72 | −0.73 | −0.80 to −0.65 | −0.01 | Yes |
| Most influential engagement removed (largest Cook's distance) | Customer satisfaction | 0.84 | 0.84 | 0.77 to 0.89 | 0.00 | Yes |
| Most influential engagement removed (largest Cook's distance) | Intent to leave | −0.78 | −0.79 | −0.82 to −0.76 | −0.01 | Yes |
| Engagements weighted by respondent count | Cancellation rate | −0.72 | −0.72 | a | 0.00 | Yes |
| Engagements weighted by respondent count | Customer satisfaction | 0.84 | 0.84 | a | 0.00 | Yes |
| Bootstrap of engagements | Cancellation rate | −0.72 | −0.72 | −0.79 to −0.65 | 0.00 | Yes |
| Bootstrap of engagements | Customer satisfaction | 0.84 | 0.84 | 0.78 to 0.89 | 0.00 | Yes |
| Bootstrap of engagements | Intent to leave | −0.78 | −0.78 | −0.82 to −0.74 | 0.00 | Yes |
| Thin-base segments removed | Cancellation rate | −0.72 | −0.73 | −0.82 to −0.61 | −0.01 | Yes |
| Thin-base segments removed | Customer satisfaction | 0.84 | 0.85 | 0.76 to 0.91 | 0.01 | Yes |
| Thin-base segments removed | Intent to leave | −0.78 | −0.79 | −0.82 to −0.75 | 0.00 | 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.

Rows for engagement indicator mean are left out because this indicator is that measure (V15-R21). 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

The measure against itself is 1 by construction and is not a finding. The other three were computed from other data.

## Comparison with the Study Norm

Not applicable. A measure has no profile against itself.

## Interpretation of the Data

Active, Transition/Cut-Over had the highest engagement indicator mean (mean 4.9, n = 43 engagements), and Canceled had the lowest (mean 2.6, n = 56 engagements). The measure did not differ by outsourcing model, institution type, process family, or class of work (Holm p 1.000 in every family). The associations with the other study measures held under every robustness check run on this measure (15 of 15 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.

Segment levels at anecdote strength were Private equity and private capital, Credit, underwriting and suitability, Regulatory, audit, tax and legal, and Financial crime and client onboarding (n = 9, n = 9, n = 9, n = 7). Answers clustered within engagements, which reduced the effective number of independent answers (ICC 0.69, 850 answers worth about 201 independent answers).

## Definitions

Table 15. 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 | The engagements on which the value is recorded. |
| Non-answers | None. The value is recorded for every engagement. |
| Indicator class | Engagement attribute: a property of the engagement rather than of the respondent. |
| 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 16. Sources and provenanceTable

| Item | Value |
| --- | --- |
| Study data | Study Data.xlsx, Engagements sheet, sha256 219eba0457274d04 |
| Statistics engine | compute_statistics.py, sha256 738319eef764602b |
| Statistics record | Computed Statistics.json, record MEASURE:engagement_indicator_mean, 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 | 1,395 of 1,395 |


## 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/)
- [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/)