AI is not a threat but an opportunity: Teleperformance

TP (renowned as Teleperformance), a business process outsourcing (BPO) company, is embracing artificial intelligence to augment its human workforce rather than replace it. The company’s high-tech, high-touch philosophy emphasises combining cutting-edge AI tools with human empathy to deliver superior customer experiences.

In this interview, Thomas Mackenbrock, Global Deputy CEO of TP, and Anish Mukker, CEO of TP India and Global AI Lead, discuss how the company is navigating the AI revolution, its approach to workforce upskilling, and ethical concerns such as accent modification.

TP has been around for over four decades. What are the biggest tech shifts you’ve seen in the BPO space, and what’s different about this AI wave?

Thomas: Over the last 45 years, we have witnessed multiple waves of change in the industry, from voice-based outsourcing to multi-channel service, cloud transitions, and automation. But AI marks the most transformative shift. It is fundamentally reshaping how we work, impacting not just customer interactions but the entire value chain, operations, training, talent development, and recruitment. It is not just a technology wave, it is a work revolution. It is changing how people get work done, how companies operate, and how business value is created and delivered.

There is a lot of anxiety among BPO employees about AI taking away jobs. How do you view this challenge?

Anish: We see AI as a force multiplier for our people, not a replacement. At TP, we are taking a human-centric approach, augmenting our employees with AI tools that make their jobs easier and more impactful. For example, AI can reduce mundane tasks like searching for information during a call, allowing agents to focus on empathy and solving the customer’s problem.

We believe this shift creates opportunities. Many new roles are emerging, AI trainers, prompt engineers, and data analysts, requiring upskilling, not downsizing. We do not see this as a threat; we see it as an evolution of roles and responsibilities, similar to how past technological shifts created net employment growth.

What has been the client response to AI augmentation in customer service delivery?

Thomas: Very positive. Clients are increasingly looking for solutions that combine efficiency with empathy. AI allows us to offer faster, more personalised support while maintaining the human touch where it matters. For example, in one global client account, we have implemented a voice bot that handles Tier-1 queries with near-human efficiency, while seamlessly escalating complex issues to our human agents.

Our clients appreciate this balance, it drives both cost savings and customer satisfaction. There is also increasing demand for transparency and explainability in AI solutions, and we ensure our systems are designed with these principles in mind.

What does your AI strategy look like from India’s perspective, and how are you enabling a digital-ready workforce?

Anish: India is central to our AI innovation. We are leveraging the talent and scale here to drive our global AI transformation. As Global AI Lead, I am also overseeing our AI product roadmap, which includes integrating large language models (LLMs), building in-house GenAI applications, and partnering with top-tier cloud providers.

On the talent front, we have launched ‘TP GenAI Academy,’ a skilling initiative to train 250,000 employees in GenAI. Over 40,000 India-based employees have already completed the program. The focus is on upskilling, not just our engineers, but our front-line customer support agents, so they can use AI tools confidently in their daily work.

We are also focusing on creating a culture of innovation, encouraging employees to build and submit their own AI solutions, some of which are being scaled globally.

Can you share examples of AI use cases already deployed across your operations?

Anish: One powerful example is our AI-powered real-time agent assist tool, which listens to live calls and provides relevant suggestions, scripts, and knowledge base articles. This improves both accuracy and response times.

We have also implemented AI for quality monitoring. Traditionally, QA teams manually reviewed a small percentage of calls. Now, AI can assess 100% of interactions, offering better insights and fairer evaluations. This also helps us personalise training for each agent.

Another use case is workforce management. AI helps us forecast call volumes, schedule shifts, and allocate resources more efficiently, improving both service levels and employee satisfaction.

You have spoken publicly about developing AI responsibly. What are your guiding principles on AI ethics?

Thomas: Responsibility and transparency are non-negotiable. We have set up a Global AI Ethics Committee that includes internal and external experts. This body reviews all AI deployments through the lens of bias, fairness, explainability, and data privacy.

We also adhere to a strict AI usage policy, AI tools must augment human decisions, not make them autonomously when outcomes impact customers or employees. This balance ensures both trust and accountability.

Anish: To add to that, we conduct regular audits of our AI models to ensure they are fair and non-discriminatory. We also have a redressal mechanism for employees and clients to report concerns related to AI use. The goal is to create a responsible and inclusive AI ecosystem.

One area that has raised concerns is the use of AI to modify employee accents. How do you respond to this criticism?

Thomas: We understand the sensitivity around this topic. Our AI-based accent modification tool is entirely voluntary and designed to assist agents who choose to use it. It is not about erasing identity, it is about improving clarity in communication, especially when working with global clients.

We have seen that agents who opt in feel more confident, and it often improves their performance metrics. Importantly, we do not mandate its use or link it to job performance.

How do you envision the future of work in the age of AI?

Thomas: AI will redefine work, but in a way that puts people at the centre. The roles we perform may evolve, but human empathy, creativity, and problem-solving will always be essential. At TP, we are not just preparing for this future, we are shaping it.

Anish: I agree. The key is adaptability. With the right tools, mindset, and continuous learning, the future of work can be more inclusive, exciting, and meaningful for everyone.

Can you elaborate on the kind of technological infrastructure TP uses to ensure compliance across varying global data protection regulations?

Thomas: We operate in almost 100 countries. You have GDPR in Europe, you have the India privacy laws. Of course, we have a whole team of respective specialists making sure that this is 100% compliant, because that is also the source of our license to operate. We are a data processor on behalf of our clients, making sure that all cybersecurity, data privacy, and respective data laws are completely complied with.

If we did not do so, you can be assured, we have more than 1,500 enterprise clients around the world, they would not entrust their most valuable resource, which is their relationship with their end customer, to essentially be in our hands. So it is an absolutely crucial component of our license to operate.

Anish: Just one more point to add there. We do not store customer data on our servers. The customer's data is in the client’s system, which we access to solve queries that their customer might be asking. But we do not transfer that data to our systems, and that keeps us protected.

Secondly, especially in the case of GDPR, a lot of processing actually happens within Europe. They disallow any data transfer even for processing outside. So we comply with those laws. And I am so proud that India has come up with its own data protection laws, which are even more far-reaching and sophisticated. We are already in compliance with those regulations.

With AI adoption growing exponentially, how does TP view the future of employment in the customer service sector? What steps are being taken to mitigate potential job displacement?

Thomas: Many people view AI through a static lens, considering how automation can replace specific tasks within a defined process. While that is true to an extent, it is not the complete picture. Over the past 20–30 years, technologies like self-service portals and apps have already driven significant automation. A few years ago, robotic process automation (RPA) was the focal point.

Yes, efficiency gains occur at the process level, but the broader view reveals evolving job roles. We are seeing reinvestments in areas like customer intimacy, emotional intelligence, and complex tasks such as up-selling and cross-selling. These shifts are transforming the role of the agent.

Additionally, the nature of work itself is changing. AI is not just a tool for automation, it is also creating new employment opportunities. One of our key growth areas at TP is AI data services. Significant effort is required to train AI models, optimise data, and perform annotation and labeling. As a global digital services provider, we see this as a major opportunity to generate new kinds of employment.

Anish: To add an India-specific perspective, two key data points highlight the country’s AI potential. According to industry reports, including from NASSCOM and the Government of India, AI-related services are projected to contribute USD 500 billion to India’s GDP by 2025, approximately 10% of the national economy.

Moreover, a Stanford study evaluated AI awareness across global workforces. The global average score was 1; India scored 2.8, higher than both the US and China. This indicates that India is exceptionally well-positioned to contribute to AI-driven growth.

This is not just a positive outlook for India but a global phenomenon. AI is unlocking entirely new service lines and growth opportunities. While some tasks will be automated, as has been the case for decades, this is simply the next phase in the ongoing evolution of work.

Thomas: I would also like to highlight the strong work being done by our AI transformation and analytics team in India. We are expanding this team and developing AI tools that are deeply integrated into our BPO operations. These innovations are being scaled across TP’s global network. Thanks to India’s high AI literacy, we are creating entirely new roles that complement and enhance our existing services.

Are you working with Indian startups or SMEs to co-develop these innovations?

Anish: Yes, we are currently working with almost 10 startups. One of them, Sanas, is already public. The other nine are still in different stages of proof-of-concept (POC) development.

What is exciting is that many of these startups have semi-developed products but no clients. We bring them to our clients for POCs. If the POC is successful, it’s a win-win. It supports India’s startup ecosystem and gives us a differentiated value proposition.

So yes, we are collaborating with them, and you will see the names of these startups come out soon.