Using these well-honed skills, we help our clients implement the "change part" of business initiatives. A recent article in Consulting Magazine, the leading publication covering the consulting field, featured our firm and stated:

“Change is difficult for any organization to successfully — much less, gracefully — manage. And facilitating change is often what management consultants are brought in to facilitate and execute. But turning their own organizations on a dime is not something top players in the profession do particularly well. This is the one trait that Princeton Consultants has counted on for over 20 years to keep it competitive in the hyper-competitive consulting field. Perhaps one secret to the firm’s longevity is the fact that the founder, Steve Sashihara, was never burdened by the traditional conventions of the profession.”

Special Feature: The Unique Boutiques
Consulting Magazine, May 2003.

Since our founding, we have established long-term relationships with our clients built on our ability to help them in the full project lifecycle, from vision through implementation.

In contrast, most strategy firms focus on understanding corporate intent and formulating policy, but see implementation as a messy "detail" item that is beneath them.

Technology companies, on the other hand, often see technology as the main catalyst of change, and consider strategic planning a one-time, up front exercise before the "real action" starts.

At Princeton Consultants, we believe in the power of combining the two into a stronger whole. We drive our projects from a strategic, best practices viewpoint, and power them with the latest in IT.

We believe that many great strategies die in the execution phase. The leadership of Princeton Consultants is therefore uniquely committed to partnering with our clients to not only identify the best strategies, but to work through implementation to ensure that the full results are realized.