{"id":199841,"date":"2026-02-13T08:50:15","date_gmt":"2026-02-13T07:50:15","guid":{"rendered":"https:\/\/www.bruellan.ch\/?p=199841"},"modified":"2026-02-13T08:50:18","modified_gmt":"2026-02-13T07:50:18","slug":"le-family-office-3-0-ou-la-force-de-proposition","status":"publish","type":"post","link":"https:\/\/www.bruellan.ch\/en\/le-family-office-3-0-ou-la-force-de-proposition\/","title":{"rendered":"Le family office 3.0 ou la force de proposition"},"content":{"rendered":"\n<p><strong><strong><strong><strong><strong>Alliant rigueur, cr\u00e9ativit\u00e9 et alignement, l\u2019\u00e9nonc\u00e9 de mission du family office se veut par essence ajust\u00e9.<\/strong><\/strong><\/strong><\/strong><\/strong><\/p>\n\n\n\n<p>Lorsque les alliances interg\u00e9n\u00e9rationnelles familiales peuvent \u00eatre synonymes de forces ou de faiblesses, d\u00e9salign\u00e9es ou au contraire tr\u00e8s ancr\u00e9es, le family office se doit d\u2019adopter un positionnement polyvalent, agile et incarn\u00e9, questionnant le statut quo et soutenant les transitions patrimoniales complexes.<\/p>\n\n\n\n<p>Au c\u0153ur des d\u00e9cisions strat\u00e9giques, il est le garant de l\u2019alignement des valeurs familiales, de communication efficace, de l\u2019anticipation ou r\u00e9solution de conflits, des processus de gouvernance et d\u00e9cisionnels coh\u00e9rents, de la consid\u00e9ration psycho-affective collective et individuelle, tout en int\u00e9grant et pr\u00e9servant les valeurs et l\u2019h\u00e9ritage commun sans toutefois perdre son statut de facilitateur d\u00e9cisionnel. Il s\u2019ajuste aux singularit\u00e9s de chacun, ciselle chaque d\u00e9tail de la feuille de route, s\u2019attache \u00e0 transmettre exp\u00e9rience et pragmatisme \u00e0 chaque \u00e9tape des processus.<\/p>\n\n\n\n<p>Pour un family office anticipant une succession, louvoyer dans les eaux des enjeux non-financiers des dynasties familiales implique de poss\u00e9der des comp\u00e9tences \u00e0 la fois techniques, interpersonnelles, de leadership en soutien de projets porteurs de sens, d\u2019empathie dans la gestion \u00e9motionnelle, et d\u2019ancrage dans les valeurs familiales (partag\u00e9es collectivement, individuellement ou non), exc\u00e9dant le cadre de la gestion financi\u00e8re traditionnelle. En \u00e9tablissant un cadre hi\u00e9rarchis\u00e9, norm\u00e9, et fa\u00e7onn\u00e9 sur-mesure, il favorise la participation, la prise de d\u00e9cision familiale, et permet de garantir transparence, stabilit\u00e9 et confiance.<\/p>\n\n\n\n<p>Ces principes servent de boussole aux dynasties pour lesquelles la gouvernance ancre des processus p\u00e9rennes, formels et efficaces souvent \u00e0 l\u2019aide de r\u00e9unions de conseils (mais pas que). Le rapport Deloitte \u00abDefining the Family Office Landscape, 2024\u00bb illustre \u00e0 ce propos que pr\u00e8s de \u00be (73%) des family offices ont \u00e9tablis des conseils.&nbsp;<a href=\"https:\/\/www.deloitte.com\/global\/en\/services\/deloitte-private\/research\/defining-the-family-office-landscape.html\" target=\"_blank\" rel=\"noreferrer noopener\">The Family Office Insights Series &#8211; Defining the Family Office Landscape, 2024 | Deloitte Global<\/a><\/p>\n\n\n\n<p>Outre les outils juridiques incontournables, la gouvernance instaure une communication efficace, ouverte et honn\u00eate respectant les valeurs collectives et individuelles des membres d\u2019une famille, leur singularit\u00e9, aspirations et attentes.<\/p>\n\n\n\n<p>La th\u00e9orie des syst\u00e8mes familiaux, introduit par le Dr. Murray Bowen, explore la nature interconnect\u00e9e des relations familiales en tant qu\u2019unit\u00e9 \u00e9motionnelle, les r\u00f4les et attitudes que ses membres adoptent au sein m\u00eame du noyau familial. Cette th\u00e9orie met en exergue comment ils s\u2019influencent les uns les autres dans des mod\u00e8les \u00e0 la fois g\u00e9n\u00e9rationnels et syst\u00e9miques. Pour ce faire, le recours \u00e0 un g\u00e9nogramme peut s\u2019av\u00e9rer un r\u00e9v\u00e9lateur et un acc\u00e9l\u00e9rateur strat\u00e9gique tant pour les familles concern\u00e9es que pour les professionnels qui les accompagnent. Bien qu\u2019\u00e9volutif, il a le m\u00e9rite de placer le curseur sur un ensemble relationnel intrafamilial et interg\u00e9n\u00e9rationnel, en int\u00e9grant les dynamiques existantes, les alliances (mat\u00e9rialis\u00e9es ou non), tant sur le plan psycho-affectif, qu\u2019\u00e9motionnel. Reconna\u00eetre ces mod\u00e8les n\u00e9cessaires \u00e0 la compr\u00e9hension des influences relationnelles qui autrement resteraient inaper\u00e7ues reste un outil strat\u00e9gique parmi d\u2019autres, facilitateur d\u2019une communication ouverte et efficace, en particulier dans l\u2019anticipation des sauts g\u00e9n\u00e9rationnels.<\/p>\n\n\n\n<p>Le succ\u00e8s d\u2019un tel processus de cocr\u00e9ation, arcbout\u00e9 sur le family office comme force de proposition, peut inclure la cr\u00e9ation d\u2019espaces d\u2019\u00e9changes constructifs o\u00f9 les notions de capital familial, patrimonial, entrepreneurial et \u00e9motionnel cimentent les \u00e9changes soutenant ainsi la coh\u00e9rence et la transparence n\u00e9cessaires \u00e0 la gestion p\u00e9renne de leur h\u00e9ritage.<\/p>\n\n\n\n<p>Est-ce que ces principes presque cardinaux suffisent \u00e0 maintenir un dialogue efficace et constructif avec les plus jeunes g\u00e9n\u00e9rations? L\u2019enjeu est de taille et la t\u00e2che ambitieuse. Sans pr\u00e9tention de tenter d\u2019y r\u00e9pondre, il nous appara\u00eet qu\u2019un retour aux notions de capital \u00e9motionnel, aux aspirations et d\u00e9finitions familiales et individuelles permet la co-construction avec les familles d\u2019un espace d\u2019\u00e9change align\u00e9 non seulement sur leurs valeurs et int\u00e9r\u00eats mais aussi sur leur qu\u00eate de sens. Ceci impose au family office un ajustement de sa position, qui se doit totalement ind\u00e9pendante, permettant ainsi un retour aux principes fondateurs de son accompagnement, au plus proche des pr\u00e9occupations familiales.<\/p>\n\n\n\n<p>Source : <a href=\"https:\/\/www.allnews.ch\/content\/points-de-vue\/le-family-office-30-ou-la-force-de-proposition\">Allnews<\/a><\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Alliant rigueur, cr\u00e9ativit\u00e9 et alignement, l\u2019\u00e9nonc\u00e9 de mission du family office se veut par essence ajust\u00e9. Lorsque les alliances interg\u00e9n\u00e9rationnelles familiales peuvent \u00eatre synonymes de forces ou de faiblesses, d\u00e9salign\u00e9es &#8230; <\/p>\n<div class=\"read-more-link-box\"><a class=\"read-more-link\" href=\"https:\/\/www.bruellan.ch\/en\/le-family-office-3-0-ou-la-force-de-proposition\/\">Read more<\/a><\/div>\n","protected":false},"author":9,"featured_media":199842,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[3],"tags":[40,39,58],"class_list":["post-199841","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-actualites","tag-assetmanagement","tag-bruellan-fr","tag-strategie"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.7 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Le family office 3.0 ou la force de proposition - Bruellan<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.bruellan.ch\/le-family-office-3-0-ou-la-force-de-proposition\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le family office 3.0 ou la force de proposition - Bruellan\" \/>\n<meta property=\"og:description\" content=\"Alliant rigueur, cr\u00e9ativit\u00e9 et alignement, l\u2019\u00e9nonc\u00e9 de mission du family office se veut par essence ajust\u00e9. 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