Course reader · 18 weeks
Become Judy
A management textbook about turning visibility, capability and uncertainty into responsible choices.
Start with the operating boundary: separate the creator or public brand, the party making the promise, the people performing the work, and the party receiving money or bearing consequences. Then distinguish what is known, inferred, and still unknown before making a management recommendation.
Course map
Week 1 · Entering the Case
When a creator’s personal visibility begins to look like a business opportunity, what management questions appear first?
Week 2 · Managerial Roles
What changes when the person who creates attention becomes responsible for people, money and delivery?
Week 3 · Decision Making
How should managers decide when evidence is incomplete, contradictory or strategically biased?
Week 4 · External Environment
Why can the same opportunity look attractive in one market and fragile in another?
Week 5 · Goals and Planning
How can a vague ambition become a goal that guides resource allocation?
Week 6 · Strategy and Diversification
When does diversification create synergy, and when does it create managerial overload?
Week 7 · Core Capabilities
Which publicly described resources could become capabilities, and what evidence would test that claim?
Week 8 · Organization Design and HR
What systems are required when an individual creator manages a cross-border performance team?
Week 9 · Midterm Progress Review
Can the current evidence support a defensible company direction?
Week 10 · Teams and Communication
How does a founder-led team replace informal coordination with a system that can scale?
Week 11 · Operations and Content Quality
How can creative and performance work become reliable without becoming mechanically standardized?
Week 12 · Marketing and Customers
Who pays, who uses, who influences, and who bears the risk?
Week 13 · Cash Management
Why can visibility and revenue growth still create cash pressure?
Week 14 · Motivation and Leadership
How can a founder move from emotional trust to fair and explicit leadership?
Week 15 · Ethics, Risk, and Change
When does trust become an organizational asset, and when does it become a liability?
Week 16 · Control and Management Dashboard
What should managers measure when visibility, revenue, people, quality, and trust all matter?
Week 17 · Final Case Analysis
Which growth path should Judy choose, and what management system would make that path viable?
Week 18 · Company-Building Blueprint
How can a case recommendation become a system that another manager could actually inherit?