{"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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Wealth management is undergoing a period of profound transformation. In your view, what is actually changing in the asset management profession?<\/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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For nearly fifteen years, the markets benefited from an exceptional environment: very low interest rates, globalisation, abundant liquidity and contained inflation. This environment has changed profoundly.<\/p>\n

The role of the asset manager must therefore also evolve. It is no longer enough simply to have exposure to the markets and wait for the general rise in asset prices to do the job. We must once again become selective, understand economic cycles, identify risks and be prepared to take decisions that diverge from the consensus.<\/p>\n

At the same time, technology provides access to a vast amount of information. The added value, therefore, is no longer access to information, but the ability to prioritise it and make decisions.<\/p>\n

In my view, we are ultimately returning to the fundamentals of our profession: protecting capital, identifying opportunities, avoiding pitfalls and holding firm 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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In a world characterised by geopolitical tensions, public debt and markets that are sometimes out of step with the real economy, what are the risks that investors are currently underestimating the most?<\/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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Probably the risk of a break-up.<\/p>\n

Investors naturally tend to extrapolate: tomorrow will be more or less like yesterday. Yet we find ourselves in an environment where geopolitics, trade policies, energy and public debt can rapidly alter the economic balance.<\/p>\n

In particular, I believe that we are still underestimating the consequences of a world in which governments are heavily in debt and must simultaneously fund defence, infrastructure, the energy transition and an ageing population. This could lead to greater volatility in interest rates, exchange rates and inflation.<\/p>\n

The second risk is concentration. When a small number of assets or companies account for a very large proportion of market performance, diversification may seem unnecessary\u2026 until the day it becomes essential once again.<\/p>\n

The most dangerous risk is often the one that nobody considers it necessary to address: complacency.<\/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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Independence is often presented as a virtue in asset management. But what does it actually entail in terms of accountability, discipline and investment convictions?<\/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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Independence is not simply an economic model. It is a responsibility.<\/p>\n

Being independent means you cannot hide behind a parent company, an in-house product or a decision taken elsewhere. When we make an investment choice for a client, we must be able to explain why we made it.<\/p>\n

This requires a great deal of discipline: comparing the available solutions, avoiding conflicts of interest and, above all, being able to say no. That is the whole point of open architecture.<\/p>\n

Saying no to a trend. Saying no to a product that you do not fully understand. Sometimes saying no to a client when you believe a decision puts their assets at risk.<\/p>\n

Independence brings great freedom. But that freedom is only valuable if it is accompanied by responsibility, transparency and conviction.<\/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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You work with both private clients and wealthy families. Is there a fundamental difference in the way they view risk and the long term?<\/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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People\u2019s initial concerns are often similar: to protect, grow and pass on their wealth.<\/p>\n

However, as the size and complexity of the assets increase, the financial issue gradually becomes a matter of governance.<\/p>\n

A large family no longer focuses solely on the performance of a portfolio. It must consider several generations, its businesses, property, taxation, philanthropy, sometimes multiple jurisdictions, and, above all, how decisions will be made in the future. The long term therefore becomes essential.<\/p>\n

Our role is also to help families ensure that wealth built up over several generations does not become a source of disagreement for the next generation.<\/p>\n

Once an organisation reaches a certain size, sound governance of its assets is almost as important as its financial performance.<\/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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Artificial intelligence offers access to an unprecedented volume and speed of analysis. In ten years\u2019 time, what will still distinguish an excellent asset manager from a high-performing algorithm?<\/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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Artificial intelligence is set to transform our industry, and we must embrace it, not fight it. It will analyse thousands of companies, macroeconomic data, publications and market behaviour much more quickly than we can. In many areas, it will be extraordinarily effective.<\/p>\n

But investing is not just about solving an equation. The most important decisions are often made when the data is contradictory, when an unprecedented event occurs, or when the markets become emotional.
Three profoundly human qualities will then remain: judgement, experience and responsibility. An algorithm is not accountable to a client; we are.<\/p>\n

And in wealth management, there is a fourth dimension: understanding the person sitting opposite you \u2013 their plans, their concerns, their family and what their wealth really means to them.<\/p>\n

Artificial intelligence will probably provide better answers. The role of humans will increasingly be to ask the right questions and take responsibility for decisions.<\/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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The transfer of wealth has become a major issue with the arrival of a new generation. Do you observe a different outlook amongst the NextGen regarding wealth, performance and the responsibilities associated with wealth?<\/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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Yes, quite clearly. The younger generation generally wants to understand better what they own and why they own it. They are less willing to accept a relationship with the financial sector based solely on authority or tradition. They demand greater transparency, greater access to information and often wish to be much more involved in decision-making.<\/p>\n

She also takes a different approach to investments: entrepreneurship, technology, direct investment, the environment or impact investing may play a more significant role.
It is also worth remembering that the \u2018NextGen\u2019 knows no age limits: amongst our clients aged over 80, the next generation is often in their 50s or 60s, with a career behind them and their own convictions.<\/p>\n

But I\u2019m wary of caricatures. The NextGen generation also wants high performance. It\u2019s just that many want that performance to be consistent with their worldview.<\/p>\n

Successful succession is therefore not simply the transfer of assets from one generation to the next. It is the transfer of a heritage, responsibilities and values.<\/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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