Spend time at the International Criminal Court (ICC), and you will hear the familiar language of anti-impunity. Spend any longer, and you will encounter the less familiar language of management – efficiency, risk, and performance. How have these two languages fused within the primary institution of global justice? In this book, Richard Clements explores that question through an historical and conceptually layered account of management's impact on the ICC's global justice project. The book historicises management, highlighting the sites of struggle that have shaped the court's managerial present.