{"id":2332,"date":"2026-10-05T08:00:00","date_gmt":"2026-10-05T06:00:00","guid":{"rendered":"https:\/\/swisswhoswho.ch\/?p=2332"},"modified":"2026-09-24T14:48:12","modified_gmt":"2026-09-24T12:48:12","slug":"major-interview-with-olivier-bizon","status":"publish","type":"post","link":"https:\/\/swisswhoswho.ch\/en\/interviews\/major-interviews-the-big-conversations\/major-interview-with-olivier-bizon\/","title":{"rendered":"Major Interview \u2013 Olivier Bizon"},"content":{"rendered":"
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1<\/h2>\t\t\t\t<\/div>\n\t\t
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La gestion de fortune traverse une p\u00e9riode de transformation profonde. Qu’est-ce qui, selon vous, est r\u00e9ellement en train de changer dans le m\u00e9tier d’asset manager ?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Pendant pr\u00e8s de quinze ans, les march\u00e9s ont b\u00e9n\u00e9fici\u00e9 d’un environnement exceptionnel : taux tr\u00e8s bas, mondialisation, liquidit\u00e9 abondante et inflation contenue. Cet environnement a profond\u00e9ment chang\u00e9.<\/p>\n

Le m\u00e9tier d’asset manager doit donc lui aussi \u00e9voluer. Il ne suffit plus d’\u00eatre expos\u00e9 aux march\u00e9s et d’attendre que la hausse g\u00e9n\u00e9rale des actifs fasse le travail. Il faut redevenir s\u00e9lectif, comprendre les r\u00e9gimes \u00e9conomiques, identifier les risques et accepter de prendre des d\u00e9cisions diff\u00e9rentes du consensus.<\/p>\n

Parall\u00e8lement, la technologie donne acc\u00e8s \u00e0 une quantit\u00e9 d’informations consid\u00e9rable. La valeur ajout\u00e9e n’est donc plus l’acc\u00e8s \u00e0 l’information, mais la capacit\u00e9 \u00e0 la hi\u00e9rarchiser et \u00e0 d\u00e9cider.<\/p>\n

\u00c0 mes yeux, nous revenons finalement aux fondamentaux de notre m\u00e9tier : prot\u00e9ger le capital, identifier les opportunit\u00e9s, \u00e9viter les pi\u00e8ges et avoir des convictions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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2<\/h2>\t\t\t\t<\/div>\n\t\t
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Dans un monde marqu\u00e9 par les tensions g\u00e9opolitiques, l’endettement public et des march\u00e9s parfois d\u00e9connect\u00e9s de l’\u00e9conomie r\u00e9elle, quels sont aujourd’hui les risques que les investisseurs sous-estiment le plus ?<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Probablement le risque de rupture.<\/p>\n

Les investisseurs raisonnent naturellement par extrapolation : demain ressemblera plus ou moins \u00e0 hier. Or nous sommes dans un environnement o\u00f9 la g\u00e9opolitique, les politiques commerciales, l’\u00e9nergie ou la dette publique peuvent rapidement modifier les \u00e9quilibres \u00e9conomiques.<\/p>\n

Je pense notamment que l’on sous-estime encore les cons\u00e9quences d’un monde dans lequel les \u00c9tats sont tr\u00e8s endett\u00e9s et doivent simultan\u00e9ment financer la d\u00e9fense, les infrastructures, la transition \u00e9nerg\u00e9tique et le vieillissement de la population. Cela peut signifier davantage de volatilit\u00e9 sur les taux, sur les monnaies et sur l’inflation.<\/p>\n

Le deuxi\u00e8me risque est la concentration. Lorsque quelques actifs ou quelques entreprises expliquent une part tr\u00e8s importante de la performance des march\u00e9s, la diversification peut para\u00eetre inutile\u2026 jusqu’au jour o\u00f9 elle redevient essentielle.<\/p>\n

Le risque le plus dangereux est souvent celui que plus personne ne juge n\u00e9cessaire de couvrir : la complaisance.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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3<\/h2>\t\t\t\t<\/div>\n\t\t
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L’ind\u00e9pendance est souvent pr\u00e9sent\u00e9e comme une vertu dans la gestion d’actifs. Mais qu’exige-t-elle r\u00e9ellement en termes de responsabilit\u00e9, de discipline et de convictions d’investissement ?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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L’ind\u00e9pendance n’est pas simplement un mod\u00e8le \u00e9conomique. C’est une responsabilit\u00e9.<\/p>\n

\u00catre ind\u00e9pendant signifie que l’on ne peut pas se cacher derri\u00e8re une maison m\u00e8re, un produit maison ou une d\u00e9cision prise ailleurs. Lorsque nous faisons un choix d’investissement pour un client, nous devons pouvoir expliquer pourquoi nous l’avons fait.<\/p>\n

Cela impose une grande discipline : comparer les solutions disponibles, \u00e9viter les conflits d’int\u00e9r\u00eats et surtout \u00eatre capable de dire non. C’est tout le sens de l’architecture ouverte.<\/p>\n

Dire non \u00e0 une mode. Dire non \u00e0 un produit que l’on ne comprend pas suffisamment. Dire non, parfois, \u00e0 un client lorsqu’on estime qu’une d\u00e9cision met son patrimoine en danger.<\/p>\n

L’ind\u00e9pendance donne une grande libert\u00e9. Mais cette libert\u00e9 n’a de valeur que si elle s’accompagne de responsabilit\u00e9, de transparence et de convictions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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4<\/h2>\t\t\t\t<\/div>\n\t\t
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Vous travaillez aussi bien avec des clients priv\u00e9s que des grandes familles. Leur mani\u00e8re d’appr\u00e9hender le risque et le temps long est-elle fondamentalement diff\u00e9rente ?<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Les pr\u00e9occupations de d\u00e9part sont souvent similaires : prot\u00e9ger, faire fructifier et transmettre un patrimoine.<\/p>\n

Mais lorsque la taille et la complexit\u00e9 du patrimoine augmentent, la question financi\u00e8re devient progressivement une question de gouvernance.<\/p>\n

Une grande famille ne r\u00e9fl\u00e9chit plus uniquement \u00e0 la performance d’un portefeuille. Elle doit r\u00e9fl\u00e9chir \u00e0 plusieurs g\u00e9n\u00e9rations, \u00e0 ses entreprises, \u00e0 l’immobilier, \u00e0 la fiscalit\u00e9, \u00e0 la philanthropie, parfois \u00e0 plusieurs juridictions et surtout \u00e0 la fa\u00e7on dont les d\u00e9cisions seront prises demain. Le temps long devient alors essentiel.<\/p>\n

Notre r\u00f4le est aussi d’aider les familles \u00e0 \u00e9viter qu’un patrimoine construit pendant plusieurs g\u00e9n\u00e9rations ne devienne une source de d\u00e9saccord pour la suivante.<\/p>\n

\u00c0 partir d’une certaine taille, la bonne gouvernance du patrimoine est presque aussi importante que sa performance financi\u00e8re.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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5<\/h2>\t\t\t\t<\/div>\n\t\t
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L’intelligence artificielle donne acc\u00e8s \u00e0 une quantit\u00e9 et une vitesse d’analyse sans pr\u00e9c\u00e9dent. Dans dix ans, qu’est-ce qui fera encore la diff\u00e9rence entre un excellent asset manager et un algorithme tr\u00e8s performant ?<\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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L’intelligence artificielle va transformer notre m\u00e9tier, et il faut l’adopter, pas la combattre. Elle analysera plus rapidement que nous des milliers de soci\u00e9t\u00e9s, des donn\u00e9es macro\u00e9conomiques, des publications ou des comportements de march\u00e9. Dans beaucoup de domaines, elle sera extraordinairement performante.<\/p>\n

Mais investir n’est pas uniquement r\u00e9soudre une \u00e9quation. Les d\u00e9cisions les plus importantes sont souvent prises lorsque les donn\u00e9es sont contradictoires, lorsqu’un \u00e9v\u00e9nement in\u00e9dit appara\u00eet ou lorsque les march\u00e9s deviennent \u00e9motionnels.
Il restera alors trois qualit\u00e9s profond\u00e9ment humaines : le jugement, l’exp\u00e9rience et la responsabilit\u00e9. Un algorithme ne rend pas de comptes \u00e0 un client ; nous, si.<\/p>\n

Et dans la gestion de fortune s’ajoute une quatri\u00e8me dimension : comprendre la personne qui se trouve en face de vous. Ses projets, ses inqui\u00e9tudes, sa famille et ce que repr\u00e9sente r\u00e9ellement son patrimoine.<\/p>\n

L’intelligence artificielle donnera probablement de meilleures r\u00e9ponses. Le r\u00f4le de l’humain sera de plus en plus de poser les bonnes questions et d’assumer les d\u00e9cisions.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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6<\/h2>\t\t\t\t<\/div>\n\t\t
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La transmission du patrimoine est devenue un enjeu majeur avec l’arriv\u00e9e d’une nouvelle g\u00e9n\u00e9ration. Observez-vous chez les NextGen une autre conception de la richesse, de la performance et de la responsabilit\u00e9 li\u00e9e au patrimoine ?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Oui, tr\u00e8s clairement. La nouvelle g\u00e9n\u00e9ration veut g\u00e9n\u00e9ralement davantage comprendre ce qu’elle poss\u00e8de et pourquoi elle le poss\u00e8de. Elle accepte moins facilement une relation avec la finance fond\u00e9e uniquement sur l’autorit\u00e9 ou la tradition. Elle demande plus de transparence, davantage d’acc\u00e8s \u00e0 l’information et souhaite souvent \u00eatre beaucoup plus impliqu\u00e9e dans les d\u00e9cisions.<\/p>\n

Elle s’int\u00e9resse aussi diff\u00e9remment aux investissements : entrepreneuriat, technologie, investissements directs, environnement ou impact peuvent avoir une place plus importante.
Il faut d’ailleurs se souvenir que la NextGen n’a pas d’\u00e2ge : chez nos clients de plus de 80 ans, la g\u00e9n\u00e9ration suivante a souvent 55 ou 60 ans, une carri\u00e8re derri\u00e8re elle et ses propres convictions.<\/p>\n

Mais je me m\u00e9fie des caricatures. Les NextGen veulent \u00e9galement de la performance. Simplement, beaucoup souhaitent que cette performance soit coh\u00e9rente avec leur vision du monde.<\/p>\n

La transmission r\u00e9ussie n’est donc pas simplement le transfert d’actifs d’une g\u00e9n\u00e9ration \u00e0 l’autre. C’est le transfert d’une culture patrimoniale, de responsabilit\u00e9s et de valeurs.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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7<\/h2>\t\t\t\t<\/div>\n\t\t
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Switzerland in 2035<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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If we were to meet again in ten years\u2019 time, what do you think would be the greatest economic, political or societal achievement you would like to see in order to preserve the Swiss model of prosperity, stability and innovation?<\/b><\/p>\n

To be able to bring together people of good will \u2013 beyond populist divisions \u2013 by transcending the differences that make our nation so rich, so that together we can promote a model of economic success based on responsibility, freedom and solidarity.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Olivier Bizon, co-founder of 1875 Finance, shares his vision: underestimated risks, independence, AI, NextGen and wealth transfer.<\/p>","protected":false},"author":1,"featured_media":2339,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"elementor_theme","format":"standard","meta":{"_acf_changed":false,"pmpro_default_level":"","footnotes":""},"categories":[28],"tags":[],"class_list":["post-2332","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-major-interviews-les-grandes-conversations","pmpro-has-access"],"acf":[],"yoast_head":"\nOlivier Bizon (1875 Finance) : transmettre un patrimoine<\/title>\n<meta name=\"description\" content=\"Olivier Bizon, co-fondateur de 1875 Finance, livre sa vision : risques sous-estim\u00e9s, ind\u00e9pendance, IA, NextGen et transmission du patrimoine.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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