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There are four plausible paths for global wealth. Here’s how each could play out.
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How are gen AI and other trends affecting the future of work?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Highly sought skills. Organizations are on a hiring spree to snap up skilled workers, with AI as the fastest-growing job category in the first six months of 2023, according to a US freelance-work platform. An analysis of hiring behavior on the platform revealed the ten AI-related capabilities companies most desire. These include the ability to work with generative-AI-driven chatbot applications, understand natural-language processing, and use AI image processing, which allows organizations to extract information from invoices and other documents. [CIO]
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Occupational shifts. Organizations must pivot to embrace AI and gen AI, along with the deep changes they may create, McKinsey Global Institute director Kweilin Ellingrud and McKinsey partner Saurabh Sanghvi share in a recent episode of The McKinsey Podcast. In the US, 12 million occupational transitions are likely going to need to happen between now and 2030, Ellingrud reveals. Eighty percent of those would likely occur in four occupational categories: customer service, food service, production, and office support.
— Edited by Belinda Yu, editor, Atlanta
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The Tech Promotion Algorithm: A Structured Guide to Moving Up
The Tech Promotion Algorithm: A Structured Guide to Moving Up
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While most topics in the ByteByteGo newsletter focus on technical knowledge, we also acknowledge the critical role of managing career growth and development, particularly for those at or targeting senior software engineer roles. In today's issue, we are fortunate to have Steve Huynh, Principal Engineer at Amazon, as our guest contributor. Steve is an 18 year veteran at Amazon. He’s conducted more than 850 technical interviews, trained thousands of people on how to conduct interviews and assess candidates, and has directly mentored dozens of folks to get to the next level.
I encourage you to check out his new program, Speedrun to Promotion.
I also encourage you to check out his YouTube channel, and his free newsletter for further insights.
Follow Steve for more on LinkedIn and Twitter.
If you choose to go down the path of becoming a high-level tech IC, there’s a common frustration and helplessness that comes from not knowing how to get promoted. It’s easy to feel stuck and uncertain about the next steps in your career progression, even if you are doing everything that has been asked of you. The lack of clarity and guidance on what it takes to level up can be demotivating, especially if your peers seem to be passing you by.
A lot of this frustration comes from the lack of structure to the whole process. But because promotion is a process, it can be streamlined and optimized. In this newsletter, I’ll explain to you my personal approach to promotions that takes the guesswork out of the equation.
A lot of advice for promotion I would characterize as guess and check. It’s not wrong per se, but it doesn’t take into account the specific situations people are in, and it’s not guaranteed to terminate. Advice like “you should become a subject matter expert (SME) on your code base, ” or “you should lead a project from start to finish” may very well be true. The problem is that some of this advice doesn’t have clear boundaries. When exactly do you become an SME? You can also lead projects from start to finish and still be passed up for promotion and not know why.
A better approach is to invert things to create a plan that addresses gap areas that you proactively identify. This ensures that your effort is focused on things that directly address next-level criteria, instead of things where you’ve already demonstrated strengths, or worse, put effort into things that won’t make a difference at all. I call my approach the Tech Promotion Algorithm. In this newsletter I will share the exact steps to this algorithm.
I developed this framework over the course of nearly 20 years in the tech industry. Over this time I’ve helped dozens of people get to the next level, whether that was a promotion in-role or a lateral role change, like from SDET to SDE. This also includes several people that I’ve directly helped get to the L7 principal engineer level.
Preconditions
Like any algorithm, there are preconditions that must be satisfied before we can proceed:
You are employed - You can’t get promoted if you don’t have a job. I also won’t cover how to get a promotion by moving companies.
You are not on a performance improvement plan and are generally meeting expectations at your current level - Promotion occurs when you can successfully convince the right people that you can handle more scope. If you aren’t meeting expectations at your current level, focus on that before trying to get promoted.
You have a supportive manager - It’s critical to have the support of your manager because, at most companies, managers are the ones who shepherd employees through the process, author promotion documents, and compile promotion packets. If you have a bad relationship with your manager, focus first on repairing this relationship. If this is not possible you may have to switch teams or companies since they are so essential to the process.
Promotion is possible where you are - Some companies have instituted promotion freezes due to the economy. You may also be "capped out" at your current position, as some companies don't promote people past a certain level. The easy way to know whether a promotion is possible is if others have been promoted at your company in the past to the level you are targeting, though even this might not be enough. If your company has a quota system, you may not be able to get promoted until someone else leaves.
Tech Promotion Algorithm
The Tech Promotion Algorithm consists of three steps.
Generating a 360 assessment of where you stand - You need to identify what the next-level criteria is, and determine your strengths and weaknesses against this criteria by doing a self-assessment, working with your manager, and soliciting feedback from other coworkers, preferably with the people that have a say on whether you get promoted or not.
Developing an actionable plan and reviewing it with others - Once you’ve compiled a comprehensive assessment of where you stand, you need to generate a plan of action. Review this plan with the same audience that you solicited feedback from to ensure that the plan sufficiently addresses your areas of growth.
Execute - Since you’ve created an actionable plan it’s time to action that plan. How you deliver is just as important as what you deliver.
Iterate on these three steps until you are promoted. After every iteration, your areas for improvement should shrink, the plan should have less and less ambiguity, and execution should be much more focused. While there is no guarantee that this approach will always lead to a promotion, it optimizes for taking action on targeted areas in a systematic manner, so you at least avoid relying on guess and check methods.
360 Assessment
To create a comprehensive assessment of yourself, you must get feedback from the following sources:
Previous promotion feedback, if applicable
Self-assessment
Manager
Peers at the same level or below (what I call adjacent and downward)
Individual Contributors (ICs) and managers who are at higher levels and outside of your local organization (what I call upward and outward).
I will go over each type of feedback provider in more detail. But it’s critical that you both ask for your strengths and areas for improvement in terms of next-level criteria. Feedback against at-level criteria is useful for things like yearly performance reviews, but they are not the same.
Many companies, especially large ones, have published promotion criteria and leveling guidelines for each role. If this exists for your company, you are ready to proceed to gathering feedback.
If your company is small or doesn't have formal promotion criteria, don't fret. If you do some sleuthing online, you can find the role and level guidelines for other tech companies. Use sites like levels.fyi to map your role, level, and company (or a comparable company) to the level guidelines that you've found online. This approach isn't perfect, as there is often company-specific culture and terminology baked into these documents, but for the most part, these criteria are shared across the industry. Gathering 2-3 of these level documents and mapping them against levels.fyi should give you a good sense of the scope required at the next level for your company.
You should have 8-10 dimensions for which you need to gather data points. Put these in a spreadsheet as rows. The columns will be the feedback sources. To fill out your assessment, you will color the cells red for needs major improvement, yellow for needs minor improvement or more data, green for strength, and gray for no data.
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Gen Z’s mental health is declining, but there are opportunities for early intervention
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Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Mental health generation gap. Members of Gen Z are a lot more likely than other generations to report experiencing stress, loneliness, and anxiety, according to a recent survey of more than 3,000 people in the US between the ages of 12 and 26. Less than 50% of Gen Zers believe they are thriving, compared with about 60% of millennials when they were at the same age. The news isn’t all bad, however, as Gen Z is also optimistic: more than 75% of them believe they have a bright future ahead, despite feeling unprepared for it. [CNN]
•
Teens in crisis. The number of young people experiencing mental health issues was already increasing before the COVID-19 pandemic, Harold Koplewicz, the founding president and medical director of the Child Mind Institute, shares in an interview with McKinsey Health Institute (MHI) coleader Erica Coe. Recent MHI research finds that Gen Z’s perceived mental health is worse than any other generation. Gen Zers are also much more likely to experience negative effects from interacting with social media. They tend to use social media more passively (for example, scrolling through others’ Instagram posts).
•
Talking about mental health. One interesting finding from the MHI survey is that of the 22% of Gen Zers who reported using digital mental health tools, 80% found them to be effective but often didn’t stick with them. “There’s a real question of how we engage Gen Z users to really utilize the power of digital innovation,” Coe says. Promoting mental health at work through employee programs and training programs to increase diversity in the therapist workforce can reduce stigma. Listen to this edition of The McKinsey Podcast for more on how investing in mental health support can benefit all generations.
— Edited by Gwyn Herbein, editor, Atlanta
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by "Remote" <hello@remote-comms.com> - 06:30 - 9 Oct 2023 -
Employee performance reviews: A leader’s guide
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It’s annual performance review season at many companies—a ritual often fraught with uncertainty, controversy, and discontent among managers and staff alike. Research indicates that few employees consider their performance reviews helpful, while several employers are finding that their sizable investments in performance management are not paying off. Remote work and the increasing use of automation have only intensified the challenges of evaluating and rewarding workers’ output. Here are some guideposts for leaders navigating this rocky landscape.
Many leaders are likely to balk at using smart technologies for performance appraisals. But McKinsey partner Bryan Hancock suggests that rather than substituting for human contact, tools such as generative AI can complement face-to-face discussions. “One of my personal favorite uses for generative AI on the people front is actually for performance reviews,” he says. “Hear me out: I don’t want generative AI actually generating somebody’s performance review. But what if I could hit a button and get a draft? That initial synthesis would help me get more quickly to what I really need to probe for that person’s development and growth.” In turn, the employee being evaluated could use gen AI to visualize and map detailed professional objectives, adds McKinsey senior partner Lareina Yee, noting that the technology offers “a lot that enhances what we’ve been trying to do so laboriously for years.”
That’s the number of core steps that leading organizations take to define the practical behaviors and actions needed to achieve performance objectives. For example, at one company, senior managers served as “performance management champions” by spreading new coaching practices throughout the organization, improving employee engagement and increasing productivity by 15 to 20 percent. Another company implemented a training program to enable its top managers to deliver meaningful feedback; participants reported “significantly higher confidence in their ability to provide feedback and coaching to employees,” according to McKinsey partner Emily Field and coauthor.
That’s McKinsey senior partner Clarisse Magnin-Mallez on receiving and delivering feedback in thoughtful ways. She observes that thorough preparation is essential for providing feedback that helps enhance different aspects of people’s professional lives—their relationships with clients, behavior as leaders, and interactions with teams. And while it’s never easy to give people negative feedback, it can be framed in positive terms, suggests McKinsey senior partner Liz Hilton Segel. “They have seen the world from a different vantage point,” she says. “If you approach the conversation with a mindset that you’re bringing them a new perspective, what can seem like a really difficult conversation to have can be a gift to another person and help them become a more effective manager or leader.”
Numerical rankings of performance have been around since at least the 1970s—and have been the subject of debate for at least as long. While some manufacturing roles may require meeting numerical targets, many knowledge workers resist the use of rating scales that reduce their performance to a single number. In the coming years, leaders may want to focus on capability building, suggests McKinsey senior partner Michael Park: “What’s the percentage of revenues you’re plowing back into your workforce? That’s something I think we’ll see in the next decade: people getting a lot more attuned to their capability-building investment.”
Lead by performing well.
— Edited by Rama Ramaswami, senior editor, New York
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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:41 - 9 Oct 2023 -
Do you hire for skills, experience, or education?
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Catching up. A basic skills gap that has resulted from the need for remote learning during the pandemic is seriously affecting companies’ productivity. Students who were in virtual classrooms missed out on some of the crucial skills developed during in-person learning. As a result, organizations are spending millions to train employees on some of the fundamental skills that many newer workers don’t have—such as using a cash register to make change and making eye contact with visitors, according to managers. [WSJ]
•
Capital gains. Human capital is arguably a company’s most important asset. It’s crucial for employees as well: human capital accounts for roughly two-thirds of an individual’s total wealth, according to McKinsey Global Institute (MGI) research shared by Sven Smit, chair of MGI and the firm’s insights and ecosystems work, and coauthors. Companies that provide the most training for their employees, that create the most opportunities for internal career growth, and that have the highest scores for organization health stand apart from their peers and develop upwardly mobile workers.
•
STAR power. Employers that move beyond degrees alone and focus on skills-based hiring can tap into a broader and more diverse set of applicants who are skilled through alternative routes (STARs). This in turn can lead to career opportunities for employees and a real competitive advantage for companies. Research shows that hiring for skills is five times more predictive of job performance than hiring for education. To learn more about the benefits of employee skill development, see the latest edition of the McKinsey Quarterly Five Fifty.
— Edited by Drew Holzfeind, editor, Chicago
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:05 - 9 Oct 2023 -
The week in charts
The Week in Charts
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by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:08 - 7 Oct 2023 -
EP80: Explaining 8 Popular Network Protocols in 1 Diagram
EP80: Explaining 8 Popular Network Protocols in 1 Diagram
Forwarded this email? Subscribe here for moreThis week’s system design refresher:
Is Docker Still Relevant? (Youtube video)
Explaining 8 Popular Network Protocols in 1 Diagram
IBM MQ -> RabbitMQ -> Kafka ->Pulsar: How do message queue architectures evolve?
What is a database? What are some common types of databases?
Study: Performance Metrics Of The Best Startups, Enterprises & Mid-Size Engineering Orgs (Sponsored)
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2023 Software Engineering Benchmarks
How does Docker Work? Is Docker still relevant?
Docker's architecture comprises three main components:
Docker Client
This is the interface through which users interact. It communicates with the Docker daemon.Docker Host
Here, the Docker daemon listens for Docker API requests and manages various Docker objects, including images, containers, networks, and volumes.Docker Registry
This is where Docker images are stored. Docker Hub, for instance, is a widely-used public registry.
Explaining 8 Popular Network Protocols in 1 Diagram
Network protocols are standard methods of transferring data between two computers in a network.
HTTP (HyperText Transfer Protocol)
HTTP is a protocol for fetching resources such as HTML documents. It is the foundation of any data exchange on the Web and it is a client-server protocol.HTTP/3
HTTP/3 is the next major revision of the HTTP. It runs on QUIC, a new transport protocol designed for mobile-heavy internet usage. It relies on UDP instead of TCP, which enables faster web page responsiveness. VR applications demand more bandwidth to render intricate details of a virtual scene and will likely benefit from migrating to HTTP/3 powered by QUIC.HTTPS (HyperText Transfer Protocol Secure)
HTTPS extends HTTP and uses encryption for secure communications.WebSocket
WebSocket is a protocol that provides full-duplex communications over TCP. Clients establish WebSockets to receive real-time updates from the back-end services. Unlike REST, which always “pulls” data, WebSocket enables data to be “pushed”. Applications, like online gaming, stock trading, and messaging apps leverage WebSocket for real-time communication.TCP (Transmission Control Protocol)
TCP is is designed to send packets across the internet and ensure the successful delivery of data and messages over networks. Many application-layer protocols build on top of TCP.UDP (User Datagram Protocol)
UDP sends packets directly to a target computer, without establishing a connection first. UDP is commonly used in time-sensitive communications where occasionally dropping packets is better than waiting. Voice and video traffic are often sent using this protocol.SMTP (Simple Mail Transfer Protocol)
SMTP is a standard protocol to transfer electronic mail from one user to another.FTP (File Transfer Protocol)
FTP is used to transfer computer files between client and server. It has separate connections for the control channel and data channel.
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IBM MQ -> RabbitMQ -> Kafka ->Pulsar: How do message queue architectures evolve?
IBM MQ
IBM MQ was launched in 1993. It was originally called MQSeries and was renamed WebSphere MQ in 2002. It was renamed to IBM MQ in 2014. IBM MQ is a very successful product widely used in the financial sector. Its revenue still reached 1 billion dollars in 2020.
RabbitMQ
RabbitMQ architecture differs from IBM MQ and is more similar to Kafka concepts. The producer publishes a message to an exchange with a specified exchange type. It can be direct, topic, or fanout. The exchange then routes the message into the queues based on different message attributes and the exchange type. The consumers pick up the message accordingly.Kafka
In early 2011, LinkedIn open sourced Kafka, which is a distributed event streaming platform. It was named after Franz Kafka. As the name suggested, Kafka is optimized for writing. It offers a high-throughput, low-latency platform for handling real-time data feeds. It provides a unified event log to enable event streaming and is widely used in internet companies.Kafka defines producer, broker, topic, partition, and consumer. Its simplicity and fault tolerance allow it to replace previous products like AMQP-based message queues.
Pulsar
Pulsar, developed originally by Yahoo, is an all-in-one messaging and streaming platform. Compared with Kafka, Pulsar incorporates many useful features from other products and supports a wide range of capabilities. Also, Pulsar architecture is more cloud-native, providing better support for cluster scaling and partition migration, etc.There are two layers in Pulsar architecture: the serving layer and the persistent layer. Pulsar natively supports tiered storage, where we can leverage cheaper object storage like AWS S3 to persist messages for a longer term.
Over to you: which message queues have you used?
What is a database? What are some common types of databases?
First off, what's a database? Think of it as a digital playground where we organize and store loads of information in a structured manner. Now, let's shake things up and look at the main types of databases.
Relational DB: Imagine it's like organizing data in neat tables. Think of it as the well-behaved sibling, keeping everything in order.
OLAP DB: Online Analytical Processing (OLAP) is a technology optimized for reporting and analysis purposes.
NoSQL DBs: These rebels have their own cool club, saying "No" to traditional SQL ways. NoSQL databases come in four exciting flavors:Graph DB: Think of social networks, where relationships between people matter most. It's like mapping who's friends with whom.
Key-value Store DB: It's like a treasure chest, with each item having its unique key. Finding what you need is a piece of cake.
Document DB: A document database is a kind of database that stores information in a format similar to JSON. It's different from traditional databases and is made for working with documents instead of tables.
Column DB: Imagine slicing and dicing your data like a chef prepping ingredients. It's efficient and speedy.
Over to you: So, the next time you hear about databases, remember, it's a wild world out there - from orderly tables to rebellious NoSQL variants! Which one is your favorite? Share your thoughts!
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by "ByteByteGo" <bytebytego@substack.com> - 11:37 - 7 Oct 2023 -
Building an empowered workforce with gen AI
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Gen AI may be in its nascent stages of development, but the technology is only going to get more intelligent. How can organizations do more than just “keep up”? What strategies, structures, and talent management approaches will business leaders need to adopt to prepare their organizations for a gen-AI-driven future? In this month’s first featured story, McKinsey’s Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky explain that gen AI can be a powerful tool for employee empowerment if business leaders think broadly about how gen AI could affect their organizations—and people—day to day. In our second featured story, Kweilin Ellingrud and Saurabh Sanghvi discuss the importance of upskilling, reskilling, and training to empower the global workforce with the rise of gen AI. Other highlights in this month’s issue include the following topics:
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what it would take to raise minimum living standards and get on a net-zero path
•
the six worker archetypes present in every organization
•
how companies can play offense in the net-zero transition despite uncertainty
•
the unprecedented mental health issues facing today’s teens
From poverty to empowerment: Raising the bar for sustainable and inclusive growth
What would it take to raise minimum living standards and get on a net-zero path in this decade? Our research explores twin ambitions for people and the planet.
Advance the continuum of progress
Some employees are destroying value. Others are building it. Do you know the difference?
More than half of employees report being relatively unproductive at work. New research into six types of employees shows how companies can re-engage workers while amplifying the impact of star performers.
Address the challenge
Full throttle on net zero: Creating value in the face of uncertainty
To thrive amid shocks to the net-zero economy, leaders are shifting strategies to position themselves to win when the skies clear up.
Make bold moves
Getting to the bottom of the teen mental health crisis
From identifying the effects of social media and the COVID-19 pandemic, to overcoming stigma and expanding accessibility to care, there’s lots to unpack around teen mental health. How do we help tomorrow’s workforce today?
Think creatively
Gen AI in high gear: Mercedes-Benz leverages the power of ChatGPT
Philipp Skogstad, CEO of Mercedes-Benz R&D North America, shares the story of bringing generative AI to 900,000 beta testers and discusses the vision, impact, challenges, and path forward for generative AI applications in the automotive sector.
Drive change
On the cusp of the next payments era: Future opportunities for banks
The 2023 McKinsey Global Payments Report shines a light on a changing industry and explains how banks and others can capitalize on new dynamics.
Make better decisions
McKinsey Explainers
Find direct answers to complex questions, backed by McKinsey’s expert insights.
Learn more
McKinsey Themes
Browse our essential reading on the topics that matter.
Get up to speed
McKinsey on Books
Explore this month’s best-selling business books prepared exclusively for McKinsey Publishing by Circana.
See the lists
McKinsey Chart of the Day
See our daily chart that helps explain a changing world—as we strive for sustainable, inclusive growth.
Dive in
McKinsey Classics
To learn how to turn your frontline managers into winning leaders and your front line into winning workers, read our 2009 classic, “Unlocking the potential of frontline managers.”
Rewind
The Daily Read
— Edited by Eleni Kostopoulos, managing editor, New York
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by "McKinsey Highlights" <publishing@email.mckinsey.com> - 11:33 - 7 Oct 2023 -
Gen AI: The devil is in the data
The CEO Shortlist
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Curated by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
Heavy hangs the head and all that. We understand the challenges of the top job, and we’re committed to helping CEOs—both present and future—do the best jobs they can. Twice monthly, we offer four articles and reports that are must-reads for people across the workforce—particularly C-level execs. In this edition, we look at seven things you can do today to get to net zero, how to put data to work in scaling generative AI, and more. We hope you enjoy the read.
—Liz and Homayoun
Just do it. CEOs are waiting (and waiting) for the perfect energy transition playbook. But certainty is an unaffordable luxury. Our experts’ recommendation is to just get on with it: leaders know enough now to make six no-regrets moves to create value in the net-zero transition.
Ah-ooo-ga: What’s that sound coming through the fog? Why, it’s Full throttle on net zero: Creating value in the face of uncertainty, by Laura Corb, Anna Granskog, Tomas Nauclér, and Daniel Pacthod.More than zero. Everybody thinks zero-based budgeting is just a euphemism for radical cost cuts. But there’s much more to it than that. Done right, zero-basing can give leaders insights into costs, yes, but also into growth and capital allocation.
Dig deeper than the bottom line with Unlocking operational evolution: The zero-basing philosophy, by Denis Fomin, Steve Frazier, and Carey Mignerey.Data is gold. We’ve been singing this song for years. But the message is all the more urgent as generative AI tools—reliant on easily accessible, organized data—take over the business and tech conversation. The problem? Seventy-two percent of leading organizations cite data management as one of the main roadblocks in scaling AI.
Help is on the way: check out the seven actions data leaders can take in The data dividend: Fueling generative AI, a new article by Joe Caserta, Holger Harreis, Kayvaun Rowshankish, Nikhil Srinidhi, and Asin Tavakoli.The gen AI glass is half full—or even three-quarters. You might have read one or two (or 15) think pieces about the vast opportunity for early adopters of generative AI. But not everyone sees the future as rosy. Many see gen AI as a harbinger, not of exciting growth but of job replacement and loss. It’s up to senior leaders to build a compelling narrative for the use of gen AI, with concrete examples of how the tools can enhance the employee experience.
Calm your employees’ anxieties with actionable insights from The organization of the future: Enabled by gen AI, driven by people, by Sandra Durth, Bryan Hancock, Dana Maor, and Alex Sukharevsky.We hope you find our new focus on CEOs inspiring and helpful. See you in two weeks with four more McKinsey ideas for the CEO and others in the C-suite.
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by "McKinsey CEO Shortlist" <publishing@email.mckinsey.com> - 02:08 - 6 Oct 2023 -
Trash in space is a growing problem
On Point
Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities
•
Outshining the stars. One satellite launched in November 2022 is now brighter than some of the most dazzling stars in the entire Milky Way, according to a study in Nature released earlier this month. To satisfy global demand for broadband access, companies have launched thousands of satellites, with multiple nations planning to develop mega constellations of their own. Astronomers are concerned that satellite constellations in low-Earth orbit could hinder their ability to observe the night sky. [NYT]
•
A growing problem. Investment in space exploration is booming. In 2021, private sector funding in space-related companies topped $10 billion, a roughly tenfold increase over the past decade, McKinsey senior partner Ryan Brukardt and colleagues share. But with increasing space activity also comes more space junk—fragments from inactive satellites, rockets, missiles, and other stuff that get left behind. There are nearly 30,000 pieces of junk floating in space. As this waste accumulates, it poses a growing challenge to space travel and exploration.
— Edited by Belinda Yu, editor, Atlanta
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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:07 - 5 Oct 2023
