Design_at_the_edge

Happiness versus rich lists

  ekuverikamakee, gadha fadha baareh 
  Originally uploaded by notsogoodphotography

The Sunday Times rich list is published today (27-04-08); The Independent on Sunday has its own The Happy List which is divided into 10 classifications  philanthropy, charity, mental well-being, physical health, pleasure (i.e. those in the media and culture who make us feel better), environment, innovation, volunteers and time-givers,   community activity, and entertainment..

I thought I would extract the text for the "Happy "Innovators here:

Trevor Baylis; Inventor of the wind-up radio

His inventions are born from a desire to help the disabled and the  dispossessed. Orange Aids promote function in those with lost motor skills, his electric shoes can charge a mobile phone battery for those without an electricity supply, and his wind-up radio, integral to the spread of Aids awareness in Africa, has saved innumerable lives.

Tim Berners-Lee; Inventor of worldwide web

Sir Tim's invention 19 years ago has revolutionised the way people communicate. The British scientist, who was working at a particle physics institute in Geneva at the time, originally conceived of his new hypertext program as a tool to aid scientific research. There are now thought to be more than 100 billion websites.

James Dyson; Inventor, Dyson cleaner

One of the UK's most successful inventors, who stumbled across the idea for a bagless vacuum cleaner while renovating his house. The first model went on sale in 2003 and became the fastest-selling vacuum cleaner in this country. He has since become an active champion of design that puts function ahead of appearance.

Polly Gowers; Co-founder of Everyclick

The chief executive of Everyclick is a web expert with a difference. Every click on search engine everyclick.com raises money for charity. Revenue is generated by advertising on the site, and half of monthly revenue goes to charity. If everyone who used Google swapped over to everyclick.com, the   charity world would be transformed.

Alec Jeffries; Inventor of DNA testing

Justice and personal security rank above luxury and convenience, according to an "Innovation by the Nation" poll. Sir Alec, for his creation of the first DNA fingerprint, came out as top Briton in the poll, which asked people to name the most important innovation in the past 50 years. Sir Alec is a professor of genetics at the University of Leicester.

Neil Papworth; Inventor of texting

In 1992 he was a young engineer eager to help improve the way businesses and institutions communicate. A short message service between cellphones seemed like it might be useful. In December of that year, he sent the first text  message to the director of Vodafone. It read "Merry Christmas"; 15  years on, billions of txt msg r snt.

Dave Pitchford; Creator, IntelligentGiving.com

The former high-flying e-business consultant packed it all in to channel his expertise into improving the way we give. Conscious that many potential donors were put off by the bewildering number of charities, his website is a guide to aspiring benefactors and provides interactive advice as to which   charities they are most suited.

John Shepherd-Barron; Inventor of the ATM

Mr Shepherd-Barron may not see himself as the founder of a 24-hour global party culture (and his latest device, which plays whale noises, is yet to take off), but the 83-year-old's most famous invention, the ATM – Automated Teller Machine – marked the birth of the night-time economy and plastic money.

Francis Stott; Founder of 'Hear-Abouts'

Harrow resident who launched an acclaimed talking magazine for the visually impaired in 1995. 'Hear-Abouts', the winner of national awards, combines   interviews, poetry, stories and local notices, and is sent out free. Mr Stott, a 77-year-old former sound engineer for EMI, spent his younger years   producing classical albums at Abbey Road.

Tom Steinberg; Promoting democracy

A former think-tank wonk who created MySociety.org, Mr Steinberg is   responsible for a range of politely subversive websites: TheyWorkForYou lays bare every MP's parliamentary productivity, FixMyStreet enables residents to report and discuss local problems easily, and e-petitions has seen 2.5m names sent directly to Downing Street.

Some thoughts come to mind: It would be logical to drop some people in other classifications into 'innovation', but that would make for an unbalanced result. It also shows there are exemplars that are the antithesis of Sir George  Cox's " 

"Can’t Innovate. Don’t Innovate. Go Nowhere!" mantra

 

How do you measure 'happy'?

Picture uploaded by sparklefish. Used with thanks under CC.

Sparklefish writes:

"Happiness happens when expectation meets or exceeds reality.
Sustained happiness happens when you have the degree of choice you need to support your values.
Just a thought.... "

Also I noticed that I was thinking "Yes, but...for happiness - shouldn't reality exceed expectation?"

Looking at the list I could also see potential downsides to some of the innovations... which brought to mind Kranzberg’s First Law:

“Technology is neither good nor bad, nor is it neutral.”

...My interpretation is that we should not reject a tool or technology on the basis of what it is but we need to consider what it may become. It is fascinating to track the enabling technologies leading to each innovative outcome, and the way that knowledge is acquired.
So the invention of the WWW by Tim Berners-Lee to solve a problem enabled Polly Gowers and David Pitchford to solve their problems, and spread some happiness on their journey....like Trevor Baylis did with his wind-up radio, which was produced in South Africa...  happiness for the workers and the users? Then there is the impact of DNA fingerprinting and txtg.. acting as platforms/inspirations for other activities ... Twitter, Family Trees, etc. But there is one thing in common... there is an Insight about the consumer/customer/end-user that energises these people to imagine a different, better future and find ways to deliver it.

Could iPod have helped the Jennifers?

silhouette 2.0
Originally uploaded by myuibe

Watching this week's episode of the Apprentice when two Jennifer's were fired made me realise that some guidance round the fantastic markets of Marrakesh would have helped them complete their shopping lists much more easily. I was also struck by the level of ignorance (kosher, halal!).Then some more prompts arrived:

AlwaysOn Talked of Apple shifting balance in mobile quoting
Apple is doing for handset makers what upstarts like mig33 and Thumbplay are doing for mobile software companies -- tilting the balance of power in the wireless applications market away from the big carriers.
The article talks of the software start ups distributing software direct to users bypassing the wireless carriers and goes on to describe the  funding available for software start ups, e. g. described here which states:

"The older business model, which put startups at the mercy of the big wireless providers and required lots of up front development costs with no guarantee that the resulting application would find a home, is quickly becoming extinct......

We've been watching several interesting mobile application startups here on Vator.tv, including NearbyNow, which CEO Scott Dunlap calls "Google for shopping malls." The application allows users to find products and services at specific shopping malls while they're out shopping or before they leave home.

So we know from the episode of the Apprentice that the mobiles work in the Marrakech Soukh; there is a need demonstrated by lead customers and start ups are addressing this area... we need a local entrepreneur to put it all together and..... is iPod the platform for winning negotiations in the soukh!

Image from BBC via the Guardian. Shows one of the Jennifers!

Remember Steve Jobs words on creativity

Picture uploaded  by whatcounts. Used with thanks under CC.

" Creativity is just connecting things. You ask creative people how they did something, they feel a little guilty because they didn't really do it, they just saw something. It seemed obvious to them after a while.

"That's because they were able to connect experiences they've had and synthesize new things. And the reason they were able to do that was that they've had more experiences or have thought more about their experiences than other people.

"Unfortunately, that's too rare a commodity. A lot of people haven't had very diverse experiences, so they don't have enough dots to connect and they wind up with very linear solutions."

 

Gates wants to sell platforms. Jobs just wants to make tools.

  St Pancras Eurostar and Champagne Bar 
  Originally uploaded by knackeredhack

Designing 'things' to become platforms is a very risky occupation. It is better to design tools that help people 'get things done'. If in the process of helping the end-user, the end-user themselves point out by their emergent behaviour that we can build upon our tool and it becomes a platform that is fantastic... both for us and the end-user. Did Steve Jobs work out how the iPod would impact the media ecosystem or did he try to provide tools that  I'm sure he knew if he got it right things would never be the same again, but he would not have a plan set in concrete (a platform?) but rather an iterative view of how it would all unfold.
It is the linking of business strategy to design activity that has ensured that Apple "Lead Innovation and manage design" in a way that ensures strong sustainable growth for all the stakeholders in the Apple vision. Unlike Microsoft Business and Design seem to have become great friends rather than remain strangers.... Tool users like to extend the possibilities for their tools by talking about their experiences with other tool users. In the Middle Ages this gave rise to Guilds; in the enlightenment Coffee Houses (Lloyd's, for example) were where information exchange and knowledge making happened... something similar is happening with Apple-users... Business Week talks of the Mac in a grey flannel suit as the "Apple-core" put pressure on their IT providers. BW reports:

"Soon after Michele Goins became chief information officer at Juniper Networks (JNPR) in February, she decided to respond to the growing chorus of Mac lovers among the networking company's 6,100 employees. For years, many had used Apple's (AAPL) computers at home and clamoured for them in the office as well

So she launched a test, letting 600 Juniper staffers use Macs instead of the standard-issue PCs that run Microsoft's (MSFT) Windows operating system. As long as the extra support costs aren't too high, she plans to open the floodgates. "If we opened it up today, I think 25% of our employees would choose Macs," she says.

Funny thing is, she has never received a single sales call from Apple. While thousands of other companies scratch and claw for the tiniest sliver of the corporate computing market, Apple treats this vast market with utter indifference. After a series of failed offensives by the company in the 1980s and 1990s, Chief Executive Steve Jobs decided to focus squarely on consumers and education customers when he returned to Apple in 1997. As a result, the company doesn't have ranks of corporate salespeople or armies of repairmen waiting to respond every time a hard drive fails. Nothing that could divert his minions from staying focused on Apple's core calling: creating the next cool thing for the world's consumers."

So Mac-users/fans have become a platform for the growth of Apple corporate sales... try planning and executing that as a strategy! Surreal isn't it?

Picture uploaded by :mrMark:. Used with thanks under CC.

The consumer connection

  The Consumer 
  Originally uploaded by Tub Gurnard

I spent 15 years having fun with packaging design and packaging design processes so when I read about B_E_E - a cool green household cleaning products company in New Zealand I was intrigued. The world is dominated by 3 or 4 global players- Unilever, Proctor and Gamble, Colgate Palmolive or Reckitt Benckiser who have exerted enormous influence on the consumer for generations delivering tried and tested brands to generations of families.
After having some interesting stints in various organisations, Brigid Hardy wanted to find some sort  

of union between her hard-earned business savvy and her idealism. “I knew that I wanted to work in an area that had a bit of purpose and soul,” she says. “Business has all this efficiency, all these systems. I thought if you brought that together with passion and beliefs and goodwill you’d really have something…”  Perhaps not surprisingly the eco-friendly cleaning products idea was not Hardy’s. It came from Stephen Tindall, who she’d met through her work at McKinsey. But once Hardy had given it some thought and managed to spark up her imagination, cleaning products had their most principled and passionate advocator in history. Brigid Hardy doesn’t puddle around. “It’s businesses that change the world and we really want to change the world with this,” she says.

Research confirmed that, despite their growing concerns for the environment, consumers would ultimately choose cleaning products from Unilever, Colgate Palmolive or Reckitt Benckiser – trusted household names with pocket-friendly prices. To succeed, B_E_E’s new products had to achieve real stand-out, with hardcore performance, eco-ethics and enormous shelf-appeal. The strategy was to sex-up the products, making them an irresistible purchase, despite their premium pricing. Design was crucial to the success of the strategy and Designworks Enterprise IG was appointed as partners right at the beginning of the process, involved in every stage. Design had to be at the very core of the range, which launched with three products: a washing-up liquid, a surface cleaner and a wash for delicate fabrics.

To cut a long story short....

You have to cut through the dull fog that descends on the soul of the average shopper as they wheel their trolley down the supermarket’s least inspiring isle. Not only do your labels have to be wittier and your bottles more easily recycled, but your products must be more bio-degradable, they must work better, smell nicer, leave your hands softer…

The product range is very different from the big players's offerings and in Design Space the B_E_E team resolved Design Space issues in a way that did not compromise their green credentials... but could not be solved in more conventional, industy standard ways.

We can see other initiatives in Europe (Ecover- launched 1980) and the USA (Method-launched 2001)which attempt the same to be more environmentally responsible in their own markets:

 

Looking at each company my feeling is that Ecover is a conventional cleaning products company but with strong environmental goals; Method is attempting to improve the American way and makes compromises (e.g. refill packs that are not necessarily as environmentally friendly as we imagine). Also the aesthetics of packaging are not necessarily what I believe are the right balance between aesthetics, geometry and structur . B_E_E (launched in 2005) is a without compromise company with strong ethics to drive its environmental point-of-view.. and is fun too! Not handled their packaging but looks acceptable....?
I connect emotionally with its story and products. Like I do with Innocent Smoothies...


Picture uploaded by Daniel Morris. Used with thanks under CC- link.

To be capable of moving into areas like this means taking a holistic, collaborative approach which I call Design@The_Edge.
 

 

After party... but whose party?

  After party 
  Originally uploaded by Fimb

Following on from this post... One of the cheap-quick-dirty tests that Marty Neumeier refers to in Brand Gap is the HAND TEST which is a proof for a distinctive voice
"If you can’t tell who’s talking when the trademark is covered, then the brand’s voice is not distinctive."
I guess Innocent are guilty for this piece of quirky communication!

Why Design@The_Edge?

  204732267_758c1b4ed8_b 
  Originally uploaded by IC Pod

Design can be thought as disciplined creativity; creativity is just connecting things so the greater variety of things to connect with increases the odds of  a new design being truly innovative and facilitating a memorable experience for the customer/consumer/user. Preliminary design can be thought of as disciplined imagination that explores a wider territory to discover insights that lead to more radical products and services and therefore more memorable experiences.
The origins of Design@The_Edge go back to the 1960's when I began to train as an aero-engine designer and came to fruition in the late '90's when I was managing a design process and technology group in a global fast moving consumer goods organisation.
About ten years ago I got really frustrated that so many new product development projects were failing to make it through the funnel; one design house we worked with had been commissioned to work on 21 projects, only one of which made it to market and most of them failing well into the capability phase. In the period 1962-67, at college we were introduced to Burns and Stalker's now classic work on the management of design, very soon after they were published. I was training to be an engineering designer. and so their work was directly relevant to me. Over the next decade or so I met the theories of Maslow, Herzberg, Pugh, Morley, Csikszentmihalyi (chicks-send-me-high), etc., which combined with my experiences of design working across a variety of organisations influenced my thinking and behaviour.

The main insight I gained during this period is that process is important; changing process as new technologies become available is incredibly important and can free up considerable resource to create more competitive products and services. It is the fact that processes are not similar to procedures but are dynamic sources of enabling energy that can continually morph into new forms that gives them the potential to change the world. That is where I directed my curiosity and energies, fortuitously coinciding with the tangible manifestation of Moore's law. Or to put it another way.. by the time we had figurred out what we wanted to do the power to do it was within our grasp.

Recently I discovered Steiner's model (book here) that encapsulated my experience in the formulation that the actual productivity of a group equals its potential productivity minus losses due to faulty process.

Picture uploaded  by Neil Rickards. Used with thanks under CC.

In Steiner's opinion:

"How well a group can perform a task depends upon the adequacy with which member's resources meet task demands. How well the group actually performs depends, in addition, upon the willingness of members to contribute their resources to the collective effort, and upon the success with which members coordinate their individual activities. Actual productivity equals potential productivity when their are no losses due to non-optimal motivation or coordination."

Picture uploaded   by mallox. Used with thanks under CC.

With this rich soup of tacit and explicit knowledge I worked with a couple of collaborators to develop tools for the new millennium (I can say that now, but originally it was to address our dis-functional team working and the low hit rate of new projects).

Over a period of 6-7 months of working with various project teams we came up with the 4 tools of Design@The_Edge

Design Space enabled team leaders to ensure the right people were in the room at the right time to discuss and generate the right knowledge.. the amount of new knowledge created being some measure of the innovativeness of the new product or service.

Design Pyramid enabled the team to understand the needs of their consumer and to analyse how well they were doing at meeting or exceeding those needs. It enabled teams to identify an ideal (at that moment) consumer experience and identify gaps between the actual and ideal delivery.

Design Diamond helped teams to answer the question "What sort of project are we tackling?" helping the team and its leader to adapt their behaviour to the task at hand.

Design Journey is an acknowledgement that teams have to go on a journey of discovery; what is the vision of the outcome of the project? Where do we all fit in? How are we going to achieve the best outcome? How far have we travelled toward that goal?

Since that period of activity we have also added Design Fast Action which enables the team to rapidly create tangible (digital or physical) artefacts (prototypes) that ask questions to discover and validate the most promising routes to solve the problem and then ensure viability of the solution itself.

[draft]

James Dyson — inventor? inovator?

  James Dyson — inventor 
  Originally uploaded by Bob Naylor

You know the feeling when some everyday product lets you down. ‘I could have designed this better myself’, you think. But how many of us turn our thoughts into actions? James Dyson does. He is a man who likes to make things work better. With his research team he has developed products that have achieved sales of over £3 billion worldwide. Whilst at the Royal College of Art (1970) he designed the Sea Truck for Rotork.

This was intended to be the equivalent of a Land Rover, able to move equipment, stores and livestock between islands, etc.

The buyers/users of the Sea Truck tended to abuse the boat thinking its 6-inch draft made it indestructible... ( extracted from Against the Odds) "As a result they tended to ram it into rocks more often than was strictly good or wholesome.

As designers we knew that we could enhance the product by making it unpuncturable. And the best way to do that was to take our lead from those large plastic water pipes which will not even break if you hit them with a hammer..... the pipes would be bunged with what looked like plastic footballs,..

We bought a farmhouse.. in the Cotswolds. With drystone walls to be built.... I found myself spending a lot of time in the company of a wheel barrow... I discovered what a crummy piece of equipment it [ a navvy barrow] really was.

...It was off to France to test the Tube Boat - ....- where we needed to bung the polyethylene pipes, and where I learned how to mould unpuncturable low-density polyethylene into a sphere. And as I turned my first plasic sphere, I knew waht was happening and I said to myself "This is it matey. This is the answer to all my problems."  A revolutionary wheel.

And the Ball Barrow was born

The frames of the Ball Barrow were sprayed with an epoxy powder which was then baked on. Much of the spray ended up on the conveyor and would be sucked onto a screen. Every hour the line stopped as the blocked screen was cleared. Our suppliers told us that big users had a cyclone installed to centrifuge the powder and collected at the bottom of a conical section.. but it was 30 feet high! And £75,000!

On the way home one night Dyson sketched the Cyclone on the roof of the local sawmill, climbed all over it to see how it worked,and used this knowledge  to construct one of his own. As Against all Odds describes.. it worked! And this also was the inspired solution for the vacuum cleaner problem.. The Dyson cleaner that was the end result of Dyson observing observing how quickly existing bag vacuums lost their suction when he was using one at home.

It is this technology that has proved to be the platform for the Dyson successful growth.

But it is intriguing how each nugget of knowledge has been re-used on other user problems. It is just making the connections that is a necessary start. As to whether we should call James Dyson Inventive  or Innovative....:

 

Inventive Merit... Relieves or avoids the constraints of existing ways of doing things
Innovative Merit... Changes the life of the customer. It changes the life of the customer in some way or the world in which the customer experiences things.
Conclusion.. both terms apply!
 

Hydroptere: extreme self-actualisation

  Hydroptere 
  Originally uploaded by egral

The Mail on Sunday included an article We have lift off: The quickest yacht in the world. Extract here:
Is it a boat? is it a plane? No - it's something in between, that also happens to be very, very fast. Ian Stafford goes flying on the quickest yacht in the world
"This is not a boat, nor a plane either. This is a magical flying carpet,2 says Alain Thébault, the man behind the Hydroptère, the world's fastest yacht.
There's magic in the air even as we cast off from the Breton port of La Trinité-sur-Mer, overlooked by the ancient stones of Carnac, France's own Stonehenge.
There's a flurry of strenuous hoisting and winding as the wind balloons the sails. The craft begins to accelerate.
It cuts the waves faster and faster, the nose begins to lift… and then we're flying.
It just keeps on going faster.
The only sound from the sea beneath is the single hydrofoil blade cutting through the waves like a sword.
Its far end shimmers underwater; thunderclouds of spray fill the air in its wake.
Hydroptère throws up more water than a hundred jet-skis, but in total silence – except when the crew whoop for joy.
This extraordinary trimaran is the result of 20 years of research, engineering and design, plus substantial backing from Swiss banker Thierry Lombard.
It's a yacht made from carbon fibre and titanium that rises up on to "wings".
Instead of ploughing through the waves, it glides over them.
Once up to speed, only one of two hydrofoils at the end of each outer keel actually touches the sea. The drag is almost negligible. This is why it has already set two world speed records, over a nautical mile and 500m, and why it'll continue to redefine yachting speeds as we know them this summer. Watch out for the reports.
and the article ends
Hydroptère is a personal obsession, a life's work born of one man's dream – but now that it's on the verge of breaking every record that matters, there are plenty of potential buyers.
Does Thébault know how much the project has cost? "No," he replies.
"With all the adjustments and innovations it's very difficult to say. I'd say many millions of euros."
Would he ever sell? "We have had a few people approach us, but I have not even waited for a price, nor offered one, and discussions never take place."
Why not? Thébault smiles and lets out another whoop of joy as Hydroptère nudges past 40 knots again and the Quiberon peninsula flashes by.
"There are some things in life no amount of money can ever buy," he explains, with a broad grin. "You cannot put a price on living a dream."

If we refer to Maslow we can see that the yacht is all about the satisfaction of Alain Thébault's need for self-actualisation. He is incredibly fortunate to have, since 2006, sponsorship from Swiss banker Thierry Lombard. As the official site puts it

Born in 1962, under the sign of Virgo, half-mad or half-wise depending on the tides, Alain Thébault once had a dream: creating a flying boat. In the sailing world, there are many Ulysses. Sailors are cunning people who know how to make it through the tempest and to use a bit of cunning with the technical and human elements in order to survive. But Alain Thébault is the only living Icarus among the oceanic skippers. He possesses a fever for invention, a scorn for danger and the need to burn himself under every sun. The skipper of l’Hydroptère, the “flying boat”, is a misunderstood person who likes nothing better than rile the crowds who doubt him. He is also a determined man who would fall 10 times and get back up 100 times. Finally, he is an agitator who has burnt his wings many times by provoking the anger in the political and business spheres.
Pilote d’un rêve (Piloting a Dream), Alain Thébault,
Flammarion  March 2005, Libération

Maslow can play out at two extremes- 

a utilitarian view:

“If the only tool we have is a hammer then we tend to see every problem as a nail.”

Or a symbolic one:

“Excellence is the result of

caring more than others think is wise;

risking more than others think is safe;

dreaming more than others think is feasible and expecting more than other people think is possible.”

[draft]

Before changing things-think consumer experience

  7264_image(4110) 
  Originally uploaded by IC Pod

Recently the owner of my favourite coffee place told me that she was raising the price of coffee and scones by 10p! That means £3.15 for a coffee and scone... and we get a top-up too. At Starbucks, round the corner an equivalent coffee is £4.50 and there is no equivalent to the home made scone! The owner had told me that they had considered buying cheaper coffee, but decided that would ruin the experience, especially for the regulars. The Courtyard Café has a Unique Buying Tribe.. the core of which are regulars and the rest are attracted by the lunches, cakes and scones, all prepared and cooked on the premises from real ingredients. It is the needs and wants of the UBT that determines what the owners do not what the suppliers are doing.

One way of avoiding the Starbucks slide to 'commoditisation' that Howard Schultz wrote about in his famous memo is to concentrate on understanding your 'tribe' and working to satisfy their needs, especially unmet needs. The use of Kano thinking and the Design Pyramid to define a 'perfect' experience and discover gaps between that ideal and the actual. This will focus the Design Journey and Design Space activities on meeting consumer needs rather than fascinating 'stuff'; and our consumers? They are members of our Unique Buying Tribe... the people who may or do experience our products or services. They determine how successful we will be, as the power moves to them and thinking product-centric and Unique Selling Proposition becomes a dying art.

So what is your story, and who is telling it? You (USP-thinking)? Your consumers (UBT)?

Presenting -Wise before/after the event?

  mmm..... mooongaa.. OWL 
  Originally uploaded by lijojohnson

A B(log)ramble: One of the challenges we face when presenting is that we have probably  lived with the topic for a long time and have knowledge in depth and breadth (Garr Reynolds has more discussion of this). The challenge for our audiences is they are suffering from information overload- as Melanie McGrath puts it in Motel Nirvana- "information flows into us faster than we can bail it out  again as neat packaged theories“. So one of the roles of a good-to-great presenter is to ask "What problem will my presentation help them address? Will it inspire them to act?"

When I am presenting I ask " How can I package my 'neat [and unique] packaged theory' and transfer it in an entertaining way that will enable my audience to actually do something with that information and knowledge afterwards?" Transferring knowledge is an interactive process, so delivering a monologue is not great for ensuring it happens. I exploit a framework of presenting called Beyond Bullet Points created by Cliff Atkinson. You can read about it here, or in the book.  In essence Cliff's framework facilitates the rapid design of a seductive presentation, but only if you let go of old habits,,,

Download a pdf of BBP storyboard sketchpad here.

The beauty of this approach is that we, as presenters are forced to confront the setting, or context of our presentation; what is the role of the audience; what has changed to cause us to be concerned (A); where we want to be (our ambition/aspiration) (B); how might we bridge the gap/make the journey between A and B. Key points 1,2,3 (...4), are the enablers for the journey.

The first five slides on the storyboard are setting up the presentation and enables you to align the audience behind your approach to a particular challenge, what we might call introducing the package and capturing their interest. 

This picture and the next uploaded on by jsc*. Used with thanks under CC.

The next slides are where you reveal the contents of the package, revealing a key point at a time.

Depending on the time we can just look at each sweet and hear a quick description; more time allows us to sample one in each quadrant; even more time allows us to reveal all that makes each quadrant allowing the tasters to develop a complete experience! Recalling that experience later should have those that have favourably 'bitten'  into the experience to come back for more. What we don't want is the disconnection between the audience and the presenter revealed when you ask "How was the chocolate?"

only to receive the reply "We expected a cheeseburger!"

Picture uploaded on by darkpatator. Used with thanks under CC.