Why Execution on Critical Success Factors Means the Difference Between Growth and Collapse

Schwinn, once America’s most-trusted bicycle brand, lost its way not because there was no market for bikes, but because the new leadership ignored the critical success factors of modern bike manufacturing. As younger, less-experienced family members took the helm, classic CSFs—quality control, supply chain mastery, and dealer relationships—slipped. Experienced employees were sent packing, corners were cut, and soon, word of ‘wobbly wheels’ and missing parts spread among loyal retailers. Meanwhile, upstart brands like Gary Fisher’s MountainBikes zeroed in on the new off-road trend, learned from riders, built what they wanted quickly, and blew past Schwinn in segment after segment.

On the other hand, teams that actively rebuilt around CSFs—such as bringing in hands-on leaders, or re-investing in what separated them from rivals—regained footing, sometimes after a steep fall. The difference always came down to identifying and absolutely nailing what mattered most.

Years of research in high-growth companies show that success is less about doing everything well, and more about consistently hitting the handful of critical performance levers. Founders who build teams to match these, and who rapidly shore up any blind spots, put themselves in a winning lane—while those who pretend they’re “above the basics” nearly always trip up.

Go talk to people who’ve succeeded (and failed) in your industry, and carefully write down what they say are the must-do-wells—ignore hype, listen for repeat patterns. Then, honestly compare your own team or approach to this checklist and circle any weaknesses, even if they sting a bit. Get to work plugging these gaps—train, partner, or hire for them. Don’t count on raw hustle or wishful thinking to cover for a skills deficit; even one CSF done well can mean the difference between thriving and barely surviving.