When Adam Holewa joined Maflow Group as executive director of its automotive segment, the business had strong market positions across Europe, a growing footprint in Asia and Latin America, and a clear set of ambitions. What it needed was a strategy that could reach the plant floor. With 14 production sites across 8 countries, the challenge was not defining the direction. It was making that direction real for every plant manager, in every time zone, every month.

The Challenge: Clear at the Top, Invisible Below

Leadership had done the foundational work. The mission was set, financial targets were defined, and the strategic priorities were in place. But the strategy existed only in documents: Excel files and PowerPoint decks. There was no structured way to connect those group-level goals to what individual plants were actually doing, and no common framework for tracking progress across the organization.

Reporting meant manually pulling data from multiple systems and assembling it into summaries that often took days to produce. By the time the information reached leadership, the moment to act had usually passed. Plant managers, meanwhile, worked largely in isolation. Some owned their full business remit, others focused narrowly on operations and left the broader accountability to someone else.

The Solution: A Single Framework, Built to Scale

Maflow started implementing Cascade alongside the rollout of its new automotive strategy, called Maflow Speedup. The strategy organized the entire business around six focus areas, spanning everything from financial performance to operational excellence and talent development. From the start, the goal was not just to define these areas but to make them trackable and actionable at every level of the organization.

The Cascade team worked with Maflow's leadership to build out the corporate plan first, then replicated the structure across all 14 production units, giving each plant its own dedicated plan connected to the group-level strategy. Plant managers across the organization received training on both the platform and their reporting responsibilities, covering what to track, how to update their plans, and how their numbers fed into the broader picture.

Maflow's existing Excel-based metrics were connected to Cascade through a live integration. With 143 KPIs now flowing directly from source files into the platform, the performance information is current and in one place.

Maflow established a monthly strategy review cycle with all plant managers, using Cascade as the single reference point. Each session covers which plants are on track, where targets are being missed, and what actions are underway. Individual plants also carry dedicated targets specific to their production type, including energy consumption and ESG goals.

The Results: A Strategy the Whole Organization Knows

Maflow now has a single view of strategic performance across its global footprint. KPIs roll up from the plant level to corporate, leadership can identify deviations in real time, and monthly reviews run from the platform rather than from slide decks assembled over several days.

Key results include:

• Full organizational reach: Every production unit, from Poland to China to Brazil, runs on the same planning framework and reports into a single group-level view.
• From days to real-time: Data that once took days to manually assemble now flows directly from plant-level sources into the platform, giving leadership current information at any point in the month.
• Plant-specific accountability: Each plant carries targets tailored to its production type, including dedicated ESG and energy goals, tracked alongside operational KPIs in one place.
• A shared strategic language: Plant managers across 8 countries can name the strategy, its priorities, and what they are responsible for delivering.

The shift that matters most, however, is not the reporting cadence. It is that the strategy has become something every part of the organization can see and act on.

Impact: From Tracking Numbers to Understanding Them

Maflow has established what did not exist before the partnership: a regular, data-driven review rhythm, a common accountability framework, and enough shared context for leadership to respond quickly when something is off.