The Golden Circle is a framework developed by Simon Sinek that suggests that the most effective way to communicate a product or service to prospective customers is to start with the ''why'' - the core purpose, belief, or cause that drives an organization or individual. By explaining the ''why'' before the ''how'' (the strategies and methods) and the ''what'' (the products, services, or offerings), the communicator can inspire and connect with the customers on a deeper level, and differentiate themselves from the competitors who focus on the features or benefits of their products or services.

Frameworks for Setting Company Priorities: The Golden Circle: This article from Geckoboard explains how the Golden Circle can help organizations align their actions and strategies with their purpose and values, and communicate them effectively to their customers and stakeholders.

How to Use the Golden Circle in Business: This article from ActiveCampaign provides a detailed guide on how to apply the Golden Circle to various aspects of business, such as marketing, sales, customer service, and leadership.

Golden Circle: A different approach for a unique value proposition: This article from ThePowerMBA illustrates how the Golden Circle can help businesses create a unique value proposition that resonates with their customers and stands out from the crowd.

Investment horizon 3 is the longest-term horizon that focuses on exploring and developing breakthrough innovations that can create new markets and revenue streams for the business. It is important for every business to allocate funding to investment horizon 3, because it enables the business to anticipate and respond to the changing customer needs, technological trends, and competitive threats, and to secure its future growth and survival. Investment horizon 3 requires a high level of creativity, experimentation, and risk tolerance, but it can also generate a high level of return and differentiation.

Horizon Planning: This article from the Scaled Agile Framework explains the concept and purpose of horizon planning, and describes the four horizons and their characteristics, challenges, and best practices.

SAFe's investment horizon model --- A synopsis: This article from Medium provides a summary of the SAFe investment horizon model, and illustrates how it can help organizations allocate their resources and manage their portfolio.

Enduring Ideas: The three horizons of growth | McKinsey: This article from McKinsey presents the original framework of the three horizons of growth, and discusses how it can help businesses balance their current and future opportunities and challenges.

The horizon model is a framework that helps organizations balance their investments across different time horizons and types of innovation.According to the Scaled Agile Framework, there are four horizons: Horizon 0, Horizon 1, Horizon 2, and Horizon 31. Horizon 1 describes the desired state as stable solutions that deliver high value with minimal new investment. These are the core products or services that generate most of the current revenue and profit, and have a loyal customer base. Horizon 1 solutions require continuous improvement and optimization, but not significant new investment or disruption.Horizon 1 can be further divided into two sub-horizons: Investing and Extracting2.

Horizon Planning: This article from the Scaled Agile Framework explains the concept and purpose of horizon planning, and describes the four horizons and their characteristics, challenges, and best practices.

SAFe's investment horizon model --- A synopsis: This article from Medium provides a summary of the SAFe investment horizon model, and illustrates how it can help organizations allocate their resources and manage their portfolio.

Time criticality is one key component of Cost of Delay (CoD), which is the money or value that will be lost by delaying or not doing a job for a specific time period relative to other jobs. Time criticality reflects the urgency or sensitivity of a job to time, and how its value changes over time. For example, a job that has a fixed deadline, a seasonal demand, or a high risk of obsolescence has a high time criticality, and its CoD increases rapidly as time passes. A job that has a stable demand, a low risk of competition, or a long-term benefit has a low time criticality, and its CoD increases slowly or remains constant over time.

WSJF: This article from the Scaled Agile Framework explains the concept and purpose of Weighted Shortest Job First (WSJF), which is a prioritization model that uses CoD and job duration to sequence jobs for maximum economic benefit. It also describes the four components of CoD: user or business value, time criticality, risk reduction and/or opportunity enablement, and job size.

Cost of Delay - Scaled Agile Framework: This article from the Scaled Agile Framework defines CoD as the numerator in WSJF prioritization, and provides some examples of how to estimate CoD for different types of jobs.

The expected product is the aspect of whole-product thinking that captures a Customer's price sensitivity. Whole-product thinking is a framework that helps to define and deliver a complete solution that meets the Customer's needs and expectations. Whole-product thinking consists of four levels: generic product, expected product, augmented product, and potential product. The expected product is the level that includes the basic features and benefits that the Customer expects from the product, and that determines the Customer's willingness to pay for the product. The expected product reflects the Customer's price sensitivity, which is the degree to which the Customer's behavior is influenced by the price of the product.

Customer Centricity - Scaled Agile Framework

Analysis of the Effects of Perceived Value, Price Sensitivity, Word-of ...

Pricing Sensitivity: Meaning, Calculation & Strategy | Qualtrics

Which aspect of whole-product thinking captures a Customer's price ...