Critiquing the dominance of typological risk analysis (e.g., financial, operational, cyber), this chapter exposes how categorical thinking fragments reality and obscures interdependencies between risks. Using cases like Fukushima, it illustrates how “parent” risks trigger cascading “child” risks across domains, rendering isolated assessments ineffective. The authors advocate for a systemic, scenario-based approach that traces cumulative effects and shared vulnerabilities. By prioritizing integrative logic over administrative convenience, organizations can allocate resources more strategically and address root causes rather than symptoms.