Majid Islam
Alignment Specialist Co-founder @Alignment Cubed
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WORK HISTORY
Alignment Specialist Co-founder @Alignment Cubed
Cambridgeshire, GB
Alignment Cubed helps leadership teams see the identity their organisation is becoming, so everyone can deliberately align around it. or challenge the identity, if necessary. Over time the interaction of people, structures, incentives, and priorities creates an implicit identity. This identity quietly shapes how leaders prioritise, how teams collaborate, and why leadership groups sometimes feel as though they are pulling in different directions. Decisions slow down, priorities compete, and leadership teams spend more energy coordinating than executing.We work with scaling organisations, post-acquisition teams, and executive groups navigating growth, complexity, or strategic drift.Using the -™ lens, we help leaders step back and see the centre of gravity that has emerged inside their organisation. From there we work with leadership teams to align strategy, structure, culture, and decision-making around the identity that best fits their context.Our work often begins with a short diagnostic that reveals the implicit identity shaping the organisation. From there we help leadership teams align priorities, decision-making, and execution structures into a coherent operating system.The result is greater clarity for leaders and coherence across the organisation, enabling faster decisions, stronger accountability, and healthier, high-performance teams.
EDUCATION
UCL
BEng (Hons), Biochemical Engineering
SKILLS
ABOUT MAJID ISLAM
Most organisations don’t realise they’re gradually developing an.Over time, the system creates a kind of that shapes how decisions get made.Everything still looks functional on the surface.But underneath, the organisation is being pulled in a direction no one has clearly chosen—I’ve spent over 20 years inside organisations where this plays out in real time.From the manufacturing floor to executive leadership in biotech, I’ve seen how quickly complexity can outpace clarity, and how costly that becomes.My role was often to step into environments where things weren’t working as smoothly as they should, and help leadership teams understand what was really happening inside the system, across global, high-growth and complex operational environments—The pattern is always the same.Organisations don’t struggle because of bad strategy or bad people.They struggle because the identity that has formed is not the one leadership thinks they’re running.Leaders say they want innovation, but the system rewards control.They say they want autonomy, but decisions remain centralised.Over time, this creates friction that no amount of effort can resolve—When you zoom out, every organisation becomes something.A machine.A team.A monster.An ecosystem.Most leadership teams never make this explicit.So they end up operating as a mix of identities, pulling in different directions.’ —Today, this is the work I do.I help leadership teams make that identity visible, so they can see what their organisation is actually becoming, in the context of real decisions, real trade-offs, and real organisational pressure—Because once you can see it clearly, alignment stops being complicated.Strategy, structure, culture and decision-making begin to reinforce each other instead of fighting each other.Priorities become obvious.Decisions move faster.Collaboration becomes natural—It starts with seeing the system clearly.From there, the right choices tend to follow—If you’re navigating growth, complexity, or early signs of friction, you’ll recognise this.And once you see it, it’s hard to unsee.
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