Chapter 3 offers an account of management’s introduction to, proliferation within, and influence upon the International Criminal Court from its inception until its twentieth anniversary year. This is the first of three scales of management dealing with the macro level of large-scale organisational optimisation. Efficiency arguments featured at various points during the early drafting stage, and management concerns loomed large in Rome. The nascent management frameworks of audit and minor restructuring exercises soon paved the way for court-wide strategic planning and the austerity politics of the post-2008 Global Financial Crisis. Throughout the court’s brief lifespan, management practices such as strategic planning, auditing, and performance indicators have been invoked, deployed, and critiqued by court officials, judges, scholars, NGOs, and external consultants. That process has also witnessed the narrowing of global justice down to what is deemed institutionally palatable, rather than anything more ambitious.