This chapter challenges the assumption that risk management should be centralized within a single function or individual. While acknowledging the operational benefits of centralization (e.g., consistency, visibility), the authors demonstrate how it can undermine strategic foresight and organizational transformation. Centralized risk managers often become custodians of static risk maps rather than agents of change, particularly when their proximity to power discourages critical challenges to dominant narratives. The chapter emphasizes the need for risk managers with creative, narrative, and change-management skills to construct compelling pessimistic scenarios and mobilize diverse stakeholders. Rather than prescribing a one-size-fits-all model, it advocates for a context-sensitive architecture combining central coordination with distributed intelligence. Risk management, the authors argue, must be structurally embedded in strategic reflection and cultural transformation to fulfill its potential as a driver of long-term resilience.