The reorganization of the Registry of the International Criminal Court (ICC) — known as ReVision — remains the most comprehensive reform exercise undertaken by the Court in its twenty-year history. Despite lawyers being at the forefront of calls for such reforms, few have analysed the context, achievements and limitations of this exercise. This article remedies that lack by analysing the context in which ReVision arose, and the main features of the project. It evaluates the project’s claim to have rendered the Registry a more efficient and effective organ. It also looks to ReVision’s impact on the independence of the ICC, as well as on key court participants including staff, victims, and accused persons. Evaluating ReVision along these lines, the article paints a mixed picture of its results. Such ambiguity provides ICC officials and observers with an opportunity to reflect on the inherent value of managerial reform while also asking fundamental questions about the court’s priorities when pursuing reforms like ReVision.