WORLD’S MOST INFLUENTIAL BUSINESS LEADERS 2026

Elsa Tchicanha

Chief Transformation Officer, SanlamAllianz Angola Seguros

Elsa Tchicanha is a dynamic business leader known for driving transformation and innovation in the insurance sector. As the Chief Transformation Officer at SanlamAllianz Angola Seguros, she plays a key role in leading strategic change, improving operational efficiency, and supporting digital transformation initiatives within the organization. With a strong focus on adaptability, leadership, and sustainable growth, Elsa is contributing to shaping a more modern and customer-focused insurance landscape while inspiring teams to embrace change and innovation.

Ques. You hold one of the most demanding titles in financial services, Chief Transformation Officer. But before the title: Who is Elsa, and what drives her beyond the boardroom?

Ans. I am someone who is passionate about growth, impact, and meaningful human connection. I deeply believe that who we are beyond our titles is what defines the way we lead and inspire others whether on a personal or professional level. I believe the most important part of my professional journey is remaining grounded in who I am as a person, and consistency and loyalty is something that I value the most. Building trust, supporting people, and creating strong relationships are aspects of leadership that matter just as much to me as strategy and performance. I am highly achievement-oriented and constantly motivated by growth, both on a personal and professional level. Learning is a big part of who I am, and I believe the best leaders tend to be those who remain curious, adaptable, and willing to continuously evolve, including on a humanity level. Learning is a big part of who I am, and I believe the best leaders tend to be those who remain curious, adaptable, and willing to continuously evolve, including on a humanity level. I am always inclusive on a humanity level. I am doing one of these things or connecting with nature in other ways. But above all, family is the centre of my values.

Ques. As Chief Transformation Officer, what are your responsibilities within the organization and how do you manage your work pressure?

Ans. My key responsibilities revolve around driving strategic change across the organisation, which includes overseeing transformation initiatives, improving operational efficiency, aligning business objectives with execution, strengthening governance structures, and ensuring that transformation efforts translate into measurable business value.

Ques. Tell me about a decision you made in your role that you were certain about at the time and later realised you were wrong. What impact does it put on you personally and professionally?

Ans. One of the most important things that I have learned is understanding that even well-intended decisions can reproduce unintended outcomes. I believed that pushing for rapid execution was always the best approach in transformation environments. However, while speed can be important, I have realised that transformation is much about people adjustment as it is about strategy and delivery. In one situation, I underestimated the level of stakeholder engagement required before implementing a significant operational change. From a technical and strategic perspective, the decision made sense. However, from a human capital perspective, more stakeholder involvement was required in the initial phase.

Ques. What advice would you give to young professionals aiming to build impactful careers in transformation and leadership?

Ans. My advice would be to never lose your humanity in the pursuit of success. Ambition is important, but so is protecting your mental health, your values, and the relationships that matter to you. Professional environments can sometimes make us believe that we must constantly sacrifice ourselves to prove our worth, but sustainable success requires balance and self awareness.

I often work across multiple functions, which means navigating different priorities, managing stakeholders, and ensuring alignment between leadership, operations, and regulatory expectations. In terms of managing pressure, I rely heavily on structure, prioritization, and emotional discipline. I have learned that transformation roles require resilience and clarity.

I would encourage young professionals to never stop learning, and this should not be limited to technical knowledge or qualifications. Some of the most valuable lessons come from understanding people, relationships, and human behaviour. The ability to connect with others, listen, adapt, and lead with empathy is important. I would also remind them not to lose themselves in the many titles, achievements, and recognitions that may have come their way. Titles come and go. Positions change. Success evolves. But at the end of the day, you and your loved ones have to live with who you are beyond titles and achievements every single day. True success is not only about professional accomplishment, but also about remaining authentic, emotionally healthy, and connected to the people and values that define who you are.

Ques. How has your experience prepared you for the role of Chief Transformation Officer at SanlamAllianz Angola Seguros?

Ans. I believe leadership leadership is a continuous learning process and every new environment brings new challenges, perspectives, and opportunities for growth. However, having worked across different organizations, industries, and leadership styles has given me a much broader understanding of how businesses operate and how strategic goals can be achieved in complex environments. Throughout my career I have been exposed to roles that require balancing operational demands, governance responsibilities, stakeholder management, and strategic execution simultaneously. This experience taught me how to navigate organisational complexity, align different business priorities, and maintain focus on long-term objectives while managing day-to-day pressures. Working closely with leadership teams and across multiple functions also strengthened my ability to understand transformation beyond theory. I have seen how culture, communication, governance, people management, and execution discipline can either accelerate or delay strategic initiatives.

Note: a couple of spots in the original have repeated/garbled phrasing (the “Learning is a big part of who I am…” sentence repeats twice, and “I believe leadership leadership is a continuous…” has a duplicated word) — I’ve transcribed exactly what’s in the image. Let me know if you’d like these cleaned up.