Scaling Up C-Space

Scaling Up C-Space
5-Week Transformation Roadmap
November 25 - December 31, 2025
Week 1 Notes
Our Journey
From Good to Great
Where We Are
A successful coworking space in Tashkent
Where We're Going
A scalable, systems-driven organization poised for exponential growth
How We'll Get There
Implementing Verne Harnish's proven Scaling Up framework
What We'll Achieve by Dec 31
Crystal-clear strategic direction everyone understands
Clear accountabilities for all functions and processes
Meeting rhythm that saves time and improves decisions
Key metrics tracked daily and weekly
One unified priority driving Q1 2026
A team aligned and excited about the future
The 4D Framework
Our Blueprint for Success
Driver
Leaders implementing habits through coaching and learning
Demands
Balancing People (reputation) and Process (productivity)
Disciplines
Priorities, Data, and Meeting Rhythm
Decisions
Getting People, Strategy, Execution, and Cash absolutely right
Four Areas We Must Master
PEOPLE
Are the right people doing the right things right?
STRATEGY
Can we state our strategy simply and is it driving growth?
EXECUTION
Are processes running without drama?
CASH
Do we have consistent sources of cash to fuel growth?
Three Barriers to Scaling
What Stops Most Companies
Barrier #1: Leadership
Can't develop enough leaders who delegate and predict
Solution: Clear accountability charts and delegation systems
Barrier #2: Infrastructure
No systems to handle communication complexity
Solution: The 10 Rockefeller Habits as our operating system
Barrier #3: Marketing
Can't scale effective marketing function
Solution: Differentiated strategy with clear metrics
10 Rockefeller Habits
Our Execution Operating System
Executive team is healthy and aligned
Everyone aligned on #1 quarterly Priority
Communication rhythm established
Clear accountability for every facet
Regular employee input collected
Customer feedback as frequent as financial data
Core Values and Purpose are "alive"
Employees can articulate key strategy
Everyone knows if they had a good day/week
Plans and performance are visible to all
5 Weeks to Transformation
01
Week 1
Foundation & Assessment
02
Week 2
Strategy Clarity
03
Week 3
Execution Systems
04
Week 4
Cash & Refinement
05
Week 5
Launch & Commitment
Week 1: Foundation & Assessment
Nov 25-29 - "Understanding Where We Are"
Monday: Launch Day - 4 Decisions Assessment
Tuesday: People Assessment - FACe Chart
Wednesday: Process Mapping - PACe Chart
Thursday: Strategy Assessment - SWT Analysis
Friday: Integration and Reflection
Week 1 Deep Dive
Key Activities
Complete individual 4 Decisions Assessment
Map organizational structure (FACe)
Identify 4-9 core processes (PACe)
List global trends, strengths, weaknesses (SWT)
Begin One-Page Personal Plans
Deliverables
Assessment baseline, accountability charts, strategic assessment
Function Accountability Chart
Who Owns What?
Purpose: Clarify the right butts in the right seats
All critical functions at C-Space
Who is accountable for each
KPIs for each function (activities)
Results/outcomes for each role
Goal: Identify gaps and ensure no overlaps
Process Accountability Chart
How Work Really Flows
Purpose: Map horizontal processes across functions
Core Processes to Map
Member onboarding
Sales and conversion
Facility management
Event planning
Billing and collection
For Each
Owner, KPIs, cycle time, bottlenecks
Week 2: Strategy Clarity
Dec 2-6 - "Defining Where We're Going"
Monday: Core Customer Definition
Tuesday: 7 Strata Part 1 (Strata 1-4)
Wednesday: 7 Strata Part 2 (Strata 5-7)
Thursday: One-Page Strategic Plan Draft
Friday: Vision Summary & Communication Practice
Who Do We Serve Best?
Define Our Core Segments
Demographics and psychographics
Pain points and motivations
Why they choose coworking
Why they'd choose C-Space
Outcome: 3-5 specific customer profiles we can name and describe
7 Strata of Strategy
The Seven Layers of Differentiation
Stratum 1
What word do we own?
Stratum 2
Three Brand Promises to core customers
Stratum 3
Brand Promise Guarantee
Stratum 4
One-PHRASE Strategy (might upset some)
Stratum 5
3-5 differentiating Activities
Stratum 6
X-Factor (10x-100x advantage)
Stratum 7
Profit per X & BHAG
Our Three Promises
What We Guarantee to Members
What Makes a Good Promise
Specific and measurable
Different from competitors
Matters deeply to customers
We can consistently deliver
Plus
Kept Promise Indicators (KPIs) to track delivery
Our 10x-100x Advantage
Question: What do we have that completely wipes out competition?
Unique location or network
Proprietary technology or process
Exclusive partnerships
Special expertise or knowledge
Community we've built
This is what makes us unbeatable
Big Hairy Audacious Goal
10-25 Year Vision
Purpose: A clear, compelling long-term target
Serve 1 million customers by 2035
Become #1 coworking brand in Central Asia
Create 50 locations across the region
Build a $100M company
Our BHAG: ________________ (To be determined Week 2)
The OPSP: Everyone on Same Page
Seven Columns Answer Seven Questions
Who? (Core Values)
Why? (Purpose)
What? (Core Competencies)
When? (BHAG, 3-year, 1-year, quarterly goals)
Where? (Target metrics)
How? (Key initiatives)
Should/Shouldn't? (Stop-doing list)
Week 3: Execution Systems
Dec 9-13 - "Building Our Operating Rhythm"
Monday: Priority Setting & Quarterly Theme
Tuesday: Data Systems Part 1 (Employee & Customer Input)
Wednesday: Data Systems Part 2 (Scoreboards & KPIs)
Thursday: Meeting Rhythm Setup
Friday: Rockefeller Habits Checklist
The Power of ONE
"The Main Thing Is Keeping the Main Thing the Main Thing"
Q1 2026 Priority: Our single most important goal
A memorable Theme
Key Initiatives (what must happen)
Weekly targets
Clear ownership (Who What When)
Reward for achievement
This is what unifies everyone
Making It Memorable and Fun
Purpose: Wrap priority in something engaging
"Mobile First"
(Facebook)
"Zero Unassigned Tasks"
(Ignite Social Media)
"Customer Delight Quarter"
Includes
Catchy name
Progress tracking
Celebration plan
Reward for achievement
Numbers That Predict the Future
Critical Numbers
3-5 KPIs we track daily/weekly
Employee Feedback
Weekly Start/Stop/Keep conversations
Customer Feedback
Weekly market intel conversations
Competitor Intel
Regular shopping of competition
All Reviewed: In daily huddles and weekly meetings
Communication That Saves Time
1
Daily Huddle
15 minutes, standing
2
Weekly Meeting
60-90 minutes, problem-solving
3
Monthly Meeting
Half day, strategic issue deep dive
4
Quarterly Planning
2 days, set next quarter
5
Annual Planning
2-3 days offsite, strategic thinking
Counterintuitive: More meetings = Less wasted time
15 Minutes That Change Everything
Agenda (Standing Up!)
Good news (2 min)
Numbers review (3 min)
Daily priorities (5 min)
Where stuck? (5 min)
Rules
No sitting
No problem-solving (save for weekly)
Start on time
Everyone attends
Where Problems Get Solved
Agenda (60-90 minutes)
01
Check-in (5 min)
02
Scoreboard review (10 min)
03
Customer/employee feedback (10 min)
04
Quarterly priority progress (10 min)
05
Identify issues (5 min)
06
Solve 1-3 issues (30 min)
07
Who What When - commitments (10 min)
Week 4: Cash & Refinement
Dec 16-20 - "Understanding Our Financial Engine"
Monday: Cash Flow Analysis
Tuesday: Power of One
Wednesday: Cash Acceleration Strategies
Thursday: Integration & Refinement
Friday: Tools & Technology Setup
The First Law of Entrepreneurial Gravity
Growth Sucks Cash
The Problem
Growth requires cash before it generates cash
The Solution
Hold 3-10x more cash than industry average
Pay as much attention to cash as to revenue
Track cash metrics weekly
Accelerate cash conversion cycle
Goal: Never run out of cash
Five 1% Improvements = Huge Impact
The Five Levers
Price
(increase 1%)
Volume
(sell 1% more units)
Cost of goods sold
(decrease 1%)
Operating expenses
(decrease 1%)
Accounts receivable
(collect 1% faster)
Model It: Calculate compound impact on cash
Act: Assign ownership for each lever
What We'll Track Weekly
Cash conversion cycle
Days sales outstanding
Operating cash flow
Cash reserves vs. target
Each "Power of One" lever
Integration: These go into weekly meetings and monthly reviews
Week 5: Launch & Commitment
Dec 23-31 - "Going Live with New Operating System"
Monday: Team Rollout Preparation
Tuesday: All-Hands Presentation
Thursday: First Daily Huddle
Friday: First Weekly Meeting
Monday: Refinement Day
Sharing the Vision with Everyone
What We'll Present (Dec 24)
Where we've been
Where we're going (BHAG & Vision)
How we'll get there (the system)
What it means for each person
Why it matters (Purpose)
Format: Inspiring, clear, visual, interactive
First Week of New System
Dec 26
First Daily Huddle (15 min)
Dec 27
First Weekly Meeting (90 min)
Dec 30
Refinement based on feedback
Dec 31
Final prep and celebration
Key: Follow the formats, don't skip steps, refine as needed
10 Tools We'll Create
One-Page Personal Plan (OPPP)
Function Accountability Chart (FACe)
Process Accountability Chart (PACe)
SWT Analysis
7 Strata of Strategy
One-Page Strategic Plan (OPSP)
Vision Summary
Rockefeller Habits Checklist
Who What When (WWW)
Cash Flow Dashboard
One-Page Personal Plan
Align Life and Work
Four Quadrants (Mirror the 4 Decisions):
Relationships
(like People)
Achievements
(like Strategy)
Rituals
(like Execution)
Wealth
(like Cash)
Purpose: Strong personal foundation = sustained business effort
Function Accountability Chart
Right Butts in Right Seats
For Each Function
Name of function
Person accountable
1-2 KPIs (activities they control)
Results/outcomes (what they deliver)
Reveals: Gaps, overlaps, misalignments
Process Accountability Chart
How Work Really Flows
For Each Process
Process name
Who owns it end-to-end
2-3 KPIs (especially cycle time)
Current bottlenecks
Focus: Speed up and improve cross-functional processes
One-Page Strategic Plan
The Most Important Page
Top
People and Process metrics
Left
Core Values, Purpose, Competencies (preserve the core)
Right
BHAG, goals, priorities (stimulate progress)
Bottom
Strengths, Weaknesses, Trends
Result: Complete strategy on one page everyone can see
Rockefeller Habits Checklist
10 Habits Over 24 Months
Implementation Approach
Focus on 1-2 habits per quarter
Review checklist quarterly
Don't try to be perfect immediately
Keep refreshing as you scale
Timeline: Full implementation in 24-36 months
Who What When
Meeting Accountability Tool
Simple Format
Who (person responsible)
What (specific commitment)
When (deadline - within 1 week or less)
Use
At end of every weekly and monthly meeting
Power
Crystal-clear commitments, no ambiguity
What Will Make This Work
Leadership Commitment
Model the behaviors, no excuses
Start Where You Can
Don't do everything at once
Routine Sets You Free
Don't skip the daily/weekly rhythms
Face Brutal Facts
Welcome bad news, fix issues early
Celebrate Progress
Recognize wins, make it fun
Be Patient & Persistent
This is a 24-36 month journey
How We'll Measure Success
Outcome #1
Reduce by 80% time spent managing operations
More time for strategy and growth
Outcome #2
Financial performance
Double cash flow rate
Triple industry average profitability
Outcome #3
Stakeholder satisfaction
Happy employees (eNPS)
Happy customers (NPS)
Happy owners/investors
Challenges We'll Face
"We don't have time"
→ System SAVES time in the long run
"Too much at once"
→ Spreading over 5 weeks, then 24 months
"People will resist"
→ Involve them, explain why, show quick wins
"We'll slide back"
→ Quarterly checklist keeps us on track
What We're Asking of Leaders
Daily
Attend 15-min huddle, update numbers
Weekly
Attend meeting, talk to 1 employee, 1 customer
Monthly
Attend half-day meeting, coach team
Quarterly
Participate in 2-day planning
Personal
Maintain work-life balance, keep learning
Key: Model the behaviors consistently
Flow Like a River
Rivers teach us
Don't force, find the path
Be patient but persistent
Overcome obstacles gradually
Grow by gathering tributaries
Create ecosystems along the way
Never stop moving forward
C-Space: Building a business that flows naturally, creating value for all
The Real Goal
Not Just About Getting Bigger
Creating something meaningful
Making a difference in lives
Building sustainable enterprise
Enjoying the journey together
Leaving a legacy
Tashkent's business community will be better because we exist
Principles to Remember
"Routine sets you free"
"The bottleneck is always at the top of the bottle"
"Goals without routines are wishes"
"Be the dumbest person in the room"
"Simple, not simpler"
"The main thing is keeping the main thing the main thing"
This Works
1000s
Companies globally
Used By: Thousands of companies globally
100%
Documented success
Results: Documented success stories
12+
Years proven
Track Record: 12+ years since first book
Support: Global community of practitioners
Question: Not whether it works, but will we work it?
Climbing Everest
Fuel: Cash
Vehicle: Our systems
Rest Stops: Celebrations
Companions: Our team
Waypoints: Quarterly priorities (camps)
Map: Our OPSP
Destination: Our BHAG (summit)
We have everything we need to reach the summit
Before November 25
Team Leader
□ Share roadmap with leadership
□ Block calendars for all sessions
□ Prepare workshop space
□ Gather existing strategy documents
□ Set up project management tool
Each Leader
□ Read full roadmap
□ Block calendar for 5 weeks
□ Prepare to be fully present
□ Open mind, ready to learn
Implementation Verification
Week 1: Foundation ✓
4 Decisions Assessment
FACe 80% complete
PACe 70% complete
SWT first draft
Personal Plans started
Week 2: Strategy ✓
Core customers defined
7 Strata completed
OPSP first draft
Vision Summary created
Weeks 3-5
Week 3: Execution ✓
Q1 Priority set
Critical Numbers identified
Meeting rhythm designed
Feedback systems created
Week 4: Cash ✓
Cash flow analyzed
Power of One modeled
All documents refined
Digital tools configured
Week 5: Launch ✓
Team trained
Systems running
Q1 ready to launch
Quarterly Review Rhythm
January 2026
First full month - maintain discipline
March 2026
Q1 review, set Q2 priority
June 2026
Mid-year review and adjustment
September 2026
Q3 check-in, strengthen habits
December 2026
Annual planning (2-3 day offsite)
Key: Keep the rhythm, don't skip reviews
Tools and Support Available
Online
scalingup.com - templates and tools
Online courses and community
Books
Scaling Up (Verne Harnish)
Good to Great (Jim Collins)
Five Dysfunctions of a Team (Lencioni)
Later
Consider Gazelles Certified Coach
Attend Scaling Up workshop
Join peer CEO group
Who Does What
Zuhriddin
Lead by example
Be vulnerable about gaps
Trust the process
Enable the team
Keep long-term vision clear
Leadership Team
Full participation in all sessions
Complete assigned work
Hold each other accountable
Model behaviors for entire org
Will You Work the Framework?
The frameworks work - proven thousands of times
Success depends on
Your commitment
Your consistency
Your courage to face brutal facts
Your willingness to change
Your persistence through challenges
This is a choice
What's Possible
From
Good coworking space
To
Great company that's scaling up
Impact
Happier, more engaged team
Delighted customers
Sustainable profitability
Industry leadership
Legacy in Tashkent
Timeline: Starting November 25, 2025
December 31, 2025
Imagine
Everyone knows the strategy
Clear accountabilities everywhere
Metrics visible to all
Daily huddles energizing the team
Weekly meetings solving problems efficiently
One clear Q1 priority unifying everyone
Cash flow strong and monitored
Team aligned and excited
This is achievable in 5 weeks
Your Commitment
Sign-Off
I commit to
Show up
attend all sessions
Speak up
share honest input
Follow up
complete assigned work
Hold up
hold myself and others accountable
Look up
keep the vision in mind
The C-Space Leadership Team
Let's Scale Up!
November 25 - December 31, 2025
The 5 Weeks That Will Change Everything
Together, we're building
A great company
A strong team
A lasting legacy
A better business community
LET'S GO! 🚀