This concluding chapter questions whether risk management should be treated as an autonomous discipline. The authors argue that isolating it from adjacent fields (such as strategy, crisis management, and governance) weakens its effectiveness and conceptual coherence. Risk management’s true value lies in its ability to articulate plausible futures, test strategic options against pessimistic scenarios, and reveal organizational vulnerabilities. When confined to a silo, it risks becoming a technical exercise disconnected from decision-making. The chapter proposes reconceptualizing risk management as an integrative function, connecting anticipation, decision, and action across temporal horizons. By embracing systemic interdependence, organizations can transform risk management from a compliance activity into a central pillar of resilience. The book closes with a call to shift paradigms: from managing risks as objects to understanding risk as a lens for interpreting uncertainty and shaping organizational futures.