Introduction
 

Business strategies in particular and decisions in general have been moulded by the current business landscape (Cherunilam, 2021). Following this, the report will reflect on the decisions undertaken in terms of carrying out an analysis of the given case study on the current operations of fast fashion. The challenges associated with fast fashion have been demonstrated in the case study, with an emphasis on resource depletion and exceeding demand, which will be the foundation for this work. This required research, and the process of research will be highlighted in the reflective approach with the help of Gibbs’ Reflective Model.
 

Gibb’s Reflective Cycle

The Gibbs’ Reflective Cycle takes into account description, feelings, evaluation, analysis, conclusion and action plan (Adeani, Febriani and Syafryadin, 2020). It can help determine the positive and negative decisions that have been undertaken in terms of illustrating the case study concerning the fast fashion industry. The model helps reflect on an experience and highlights the processes that can help understand what has been done wrong and what can be further enhanced. With the help of this cycle, the detailed description of the case study research can be offered, with a focus on the related strengths and weaknesses.
 

Description

The nature of the case study is analytical, focusing on the current challenges of fast fashion, which initially was known for being at the core of environmental sustainability. This case study has focused on the fashion industry, emphasising the initiatives undertaken by small and medium enterprises. I have been assigned the task of delivering an understanding of the risks associated with this trend, such as rapid resource depletion and the demand for clothes exceeding supply. This has, instead of being able to protect the environment, led to more concerns with the disposal of waste. When working on this case study in class time, I have come across the opinions of my team members, actively listened to them, and decided to take into account the most plausible decisions. I also participated in decision-making and documented my perspectives and concerns on the current status of fast fashion, and this can be further fortified by Tuckman and Jensen’s Group Work Theory. Wan Yadri et al. (2024) outlined forming, storming, norming, performing and adjourning as the stages highlighted by Tuckman. During the group formation, peers had been supportive, while decisions conflicted during storming, were sorted during norming, and were carried out when performing.
 

Feelings

Concerning my feelings about the given case study, I felt that the issue was big enough to be researched. My initial perceptions regarding fast fashion changed with the research that I carried out on the challenges associated with the industry. Initially, I believed that fast fashion was a secure approach to protecting biodiversity, reducing the generation of waste, and eliminating carbon emission rates. However, now that I have carried out extensive research through this case study, I have come across risks such as rapid resource depletion since the demand for clothes has exceeded the supply of such apparel. As a result, about the challenges represented in the case study, I felt that they were real and required immediate attention. For instance, the fast fashion industry has been recognised as the second-largest consumer of water and has been responsible for around 10% of global carbon emissions (Maiti, 2025). This has been more than all maritime shipping and international flights combined, although this issue has often been overlooked by consumers. I carried out extensive research from a wide range of journals, books and websites in terms of understanding and analysing the case study and reflecting on the drawbacks of fast fashion.
 

Evaluation

I believe that the positive decision I had undertaken was to carry out an extensive amount of research from reputable websites, which helped me learn about how fast fashion gradually evolved to be a challenging task, over being protective of the environment. However, one of the negative decisions, which almost led to missing out on the deadline, was to generalise the findings and not link them to the fast fashion sector. Aranzabal, Epelde and Artetxe (2022) highlighted that Belbin’s Team Roles help improve individual accountability and boost interdependence, enhancing performance. I decided to integrate the results into being able to benefit future businesses, which became a more time-consuming task. Taking into account Tuckman and Jensen’s Group Working Theory, the storming stage is referred to as the phase where the group is often characterised by divergent standpoints, disputes, as well as power struggles (Wan Yadri et al. 2024). This storming stage can help analyse the conflict of decisions and interests that my team member and I came across while completing the work. The team member wanted to include specific information, details or data about the fast fashion sector, and I contradicted, stating that general information is likely to be enough. 
 

Analysis

Through the analysis of the fast fashion case study, I have integrated both positive and negative decisions, which ultimately helped me complete the work, with my negative decisions being navigated towards a positive base by my peers. The result of the positive decision to carry out extensive research was to integrate accurate information regarding the fast fashion sector. However, apart from this working out well, what failed to go well is the lack of data concerning the challenges experienced by the fast fashion industry. I was also not able to perform either Mintzberg’s or Porter’s analyses, which again generalised the competitive structure of the fast fashion sector. Other than this, the most difficult strategic business decisions in the field of business and management were operations for me. This is because the operations department includes the integration of decisions regarding recruitment, innovation and globalisation. However, I was interested in the marketing department of the fast fashion industry, exposing the drawbacks and ensuring that consumers take this challenge seriously for the long run. For the internal environment, I carried out a SWOT analysis, which helped me analyse the strengths of organic and recyclable materials, while also highlighting weaknesses such as costs.
 

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Conclusion

Concluding the reflective cycle, I have compared the challenges associated with the current perception of fast fashion with the initial strengths of this trend. Herein, I have determined that I have been able to strengthen my research skills, formal writing abilities and critical thinking. However, in terms of better understanding similar case studies in the long run, I believe that I need to be able to enhance my decision-making skills, interpretation skills, and attention to detail. From a different perspective, working in groups has helped me improve my conflict resolution skills, emotional intelligence and active listening. However, aimed at being able to perform better when working in groups, I need to enhance my communication skills, time management skills and managerial skills. I have made decisions that worked well, and I have carried out extensive research, which helped analyse the given case study in detail. However, I decided to deliver a report which includes an analytical approach in terms of ensuring that the difference in the application of fast fashion is clearly segregated between now and then. Aimed at ensuring that the desired results are included in the report, I focused on integrating the decisions undertaken by my team members.
 

Action Plan

Step 1

The fashion industry can make use of organic cotton to protect environmental sustainability, since conventional cotton has a higher ecological and carbon footprint than organic cotton. For instance, H&M uses organic cotton, while Loewe uses conventional cotton, which is derived from the chemicals used in fossil fuels (Roberts-Islam, 2023).
 

Step 2

Charities have been determined to be the key collectors, as well as recyclers of unwanted apparel (Zanjirani Farahani, Asgari and Van Wassenhove, 2022). Based on this, the fast fashion industry can collaborate with or contribute to charities, collecting their support and integrating operations with them to recycle clothes and reduce the generation of waste.
 

Step 3

Garment production has been recognised as a labour-intensive industry, resulting from the abundance of workers who are likely to accept any work at low wage rates, especially across developing nations (Wanduragala, 2024). Herein, it is important to endorse fair treatment, equality, inclusivity, diversity and transparency with workers from the fashion sector.
 

Step 4

Compliance, consumers, calibre and circularity focus on the development and recycling of apparel across the fashion sector (Maratos, 2023). The fast fashion sector can thereby eliminate the rapid use of resources and focus on recycled materials.
 

Conclusion

In conclusion, it can be derived that the case study for fast fashion can help understand the dark side of this trend. Herein, fast fashion has been established as an approach to endorse sustainability across the fashion industry, ensuring that less water and recyclable fabric are utilised. However, this escalated faster than expected, leading to the demand for clothes exceeding their supply, which, in turn, created problems across the sector. With more consumers demanding fast fashion clothes, believing that they are contributing to protecting the environment from pollution, the production of clothes has resulted in more use of resources.
 

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