Cash flow is often treated as a finance metric. At Vodafone, it has become a behavioural driver. This case study explores how one of the world’s largest telecoms groups reframed cash as a shared responsibility across sales, marketing, networks, and operations. By making the cash impact of everyday decisions visible and measurable, Vodafone is reshaping how it invests, negotiates, and grows. The story shows how cultural change, supported by data and governance, can unlock sustainable improvements in liquidity without relying on short-term fixes.