Narayan AmmachchiBhupender Singh’s name is making rounds in the rumor mill, positioning him in the public conversation as the next-in-line to occupy the CEO chair in Teleperformance.
Singh was the brain behind the success of Intelenet Global Services, which Teleperformance bought in early 2018. Since then, Singh’s been in charge of the French company’s technology division, known as Digital Integration Business Services (DIBS).
Bhupender, like Google CEO Sundar Pichai, is an alumnus of India’s prestigious engineering school, the Indian Institute of Technology. At DIBS, he leads more than 200 engineers in the development of tech solutions such as bots and analytics to help speed up BPO operations. Today, he holds the title of President of Group Transformation, also shouldering the task of leading marketing, acquisitions and HR in addition to IT.
Bhupender strongly believes in technology and its transformational capabilities. It was technology solutions, like process automation and analytics, that turned Intelenet around in 2015, when the BPO unexpectedly found itself on the path of decline.
Under Singh’s leadership, Teleperformance is most likely to increase automation by deploying a greater number of bots to do labor-intensive tasks.
Fifty-one-year-old Singh knows that automation will eliminate many manual occupations, yet he appears to believe that such a shift is unavoidable. In a 2018 interview with CEO Today Magazine, he cited the story of Charlie and the Chocolate Factory to support his argument.
Charlie’s father worked in a toothpaste factory, where he was tasked with the tedious duty of putting caps onto finished toothpaste. As technology advanced, the factory replaced his job with a machine and asked him to upgrade his skills and take over the task of managing the machine. As the nature of his job improved, so did his salary and status in the ranks of the company.
Singh, who also studied business management (MBA) at the Indian Institute of Management (IIM) in Ahmadabad, believes that every team member should have the attitude of a founder and the agility of a startup.
Furthermore, he expects team leaders to feel accountable for every outcome of business operations, even if they are not directly responsible.
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