Kimberly-Clark, facing major competition, products with saturated markets, slow overseas growth, and problems integrating its acquisition of Scott Paper, decided in 2002 to restructure the organization. Its initial restructuring plans were different from those usually seen in that they did not plan to use one of the generic structures but rather a "grow, sustain, and fix "categorization for its structural components. However, when it did finally roll out its finalized new structure in 2004, K-C had dropped the "grow, sustain, fix" structure for one based on personal care products, wash room products, and emerging markets.

1. Why do you think Kimberly-Clark reorganized its business structure in 2004 when it finalized its restructuring plans?