1、IBM Institute for Business Value|Research InsightsMake quantum readiness realDriving business utility with ecosystems,innovation,and talent2 Partnerships in quantum computing between technology providers and visionary organizations are expanding.Their aim is nothing short of developing quantum compu

2、ting use cases and corresponding applications that solve previously intrac-table real-world problems.The IBM Quantum Network is a global ecosystem of over 210 Fortune 500 companies,leading academic institutions,startups,and national research labs,enabled by IBMs quantum computers,scientists,engineer

3、s,and consultants.Participants collaborate to accelerate advancements in quantum computing that can produce early commercial applications.Organizations that join the IBM Quantum Network can experiment with how their high-value problems map to a real quantum system.They can access 100+qubit IBM Quant

4、um processors to explore practical problems important to industries.Visit https:/ for more information.How IBM can help1Ecosystem enthusiasts.Over 60%of QROs actively engage in quantum ecosystems for use cases,educational programs,or hardware access.In an inadvertent nod to the importance of ecosyst

5、ems,93%of organizations at the lowest level of readiness do not participate in any quantum ecosystem.Contagious innovators.QROs tend to be advanced in other innovative technologies as well.In fact,quantum-ready organizations run 48%more AI workloads than their least-ready counterparts.Talent nurture

6、rs.QROs have a greater understanding of the skills gapidentified as the top barrier to adopting quantum computingand are nearly three times more effective in their workforce development approaches.These include developing internal quantum skills,attracting STEM talent,and partnering with academic in

7、stitu-tions and research labs.In 2023,organizations invested 7%of their R&D budget in quantum computing,up 29%from 2021.By 2025,this is expected to further increase by another 25%.What do quantum-ready organizations(QROs)have in common?23Preparing for a new era of quantum utilityIntroduction Until r

8、ecently,quantum systems were considered“a plaything for theoreticians.”1 But that perspective is now becoming obsolete.Quantum computing is coming of age,recently showing evidence of utilitya point at which quantum systems could serve as computa-tional tools to tackle problems that classical systems

9、 may never be able to solveand astute organizations are getting ready.Leaders who fail to understand and adapt could find themselves far behind their competitors.2 By leveraging quantum mechanics,quantum systems can explore problems that have long perplexed classical computers.Many organizations are

10、 driven by this potential and are pursuing partnership and investment strategies accordingly.In 2023,organizations invested 7%of their R&D budget in quantum computing,up 29%from 2021.By 2025,this is expected to further increase by another 25%.Additional research shows the global quantum computing ma

11、rket valued at$866 million in 2023and its anticipated to reach$4.375 billion by 2028,a compound annual growth rate(CAGR)of 38.3%.3 And heres another call to action:early adopters are poised to reap the rewards.Analysts estimate that by 2035,quantum computing technology could potentially create$450 b

12、illion to$850 billion in net income for end users via cost savings and revenue generation.The catch,and a critical note at this stage of the game:in most industries,as much as 90%of that value could go to early adopters.4 This dynamic quantum computing landscape was the catalyst for our research inq

13、uiry:just how ready are organizations today to utilize quantum computing in tangible,actionable ways?4FIGURE 1QROsA prevalence of outperforming 8 in 10QROs outperform their peers globally in efficiency and profitabilityTo learn more,the IBM Institute for Business Value(IBM IBV)has developed a Quantu

14、m Readiness Index(QRI).This index leverages proprietary,self-reported data from an in-depth survey of C-suite executives representing 565 organizations with annual revenue of$250 million or more.The QRI indicates:Where organizations fall along the readiness spectrumWhat characteristics define a quan

15、tum-ready organization(QRO)todayWhat targeted actions can propel organizations along their quantum journey.(For more information,see“Perspective:The Quantum Readiness Index”on page 5 and“Research and methodology”on page 28.)Among the organizations surveyed,we designated those with the highest QRI sc

16、ores(the top 10%)as QROs.These organizations,although diverse across countries and industries,share many similarities.In their own right,these are high-performing organizations in their industries:eight in ten QROs outperform their peers globally in efficiency and profitability(see Figure 1).And eve

17、n though quantum investments are yet to yield a positive ROI,QROs anticipate being nearly five times closer to generating value on these investments than their peers.More than half of that investment(55%)is directed toward research and experimentation(24%),ecosystem participation garners 16%,and wor

18、kflow redesign nets 15%.Our research also reflects the impact of preparedness.Today,a QRO is 3.5 times more motivated to accelerate innovation and 2.5 times more driven by obtaining new patents than by an immediate focus on solving an intractable business problem with current quantum computing techn

19、ology.Its speculation but certainly logical that accelerated innovation and patents could lead to solving intractable business problems in the future.This optimism is why,over the next 10 years,our respondents overall expect the impact of quantum readiness on ROI to increase by over 300%.In other wo

20、rds,these organizations recognize the time to value of quantum computing.In the sections that follow,we examine three differentiating attributes of quantum-ready organizations.Chapter 1 delves into their engagement with quantum ecosystems.Chapter 2 explores their technology and innovation capabiliti

21、es as precursors to quantum readiness.Chapter 3 illuminates strategies for closing skill gaps.Along the way,we also share specific case studies of quantum in action,as well as questions to ponder.Finally,we present an action guide to help organiza-tions,whatever their stage of quantum readiness,impr

22、ove their preparedness.PerspectiveThe Quantum Readiness IndexThe Quantum Readiness Index(QRI)is a weighted average index that tracks the global state of quantum readiness.The QRI evaluates indicators across three dimensions of strategy,operations,and technology.Scores for each indicator are weighted

23、 based on our experience with clients.Using this data,we computed a 100-point index.The QRI is designed to be used over time to track changes in readiness of an organization,industry,or region.Today,an organizations quantum computing readiness score is most influenced by its operating model:if an or

24、ganization invests in a team and a process to govern their quantum innovation,they are better positioned than peers that focus just on the technology without corre-sponding investment in their talent and innovation process.Yet overall,the Quantum Readiness Index shows low levels of readiness across

25、all industries and regions:22 on the 100-point index.As quantum computing rapidly approaches utility,we expect strategy and technology capabilities to play a greater role in an organizations readiness.For more information and a complete depiction of the QRI,see“Research and methodology”on page 28.Th

26、e QRIComprehensive metrics spanning operations,technology,and strategy 5 Operations Governance of quantum roadmap Quantum talent strategy Quantum innovation process High-velocity research and development Technology Quantum-classical orchestration Artificial intelligence/machine learning computationa

27、l models DevSecOps for quantum applications Strategy Actionable quantum intelligence Capturing quantum business value Securing quantum intellectual property Regulations and standards When it comes to quantum computing,Japan has a leading formula:in our research,they claimed the highest percentage of

28、 QROs,with nearly 20%of organizations meeting our criteria.Whats contributing to their success?Strategic policy Back in 2020,Japan established a national quantum strategy outlining key technology areas of focus,including quantum computing,quantum simulation,quantum measurement,quantum communication

29、and quantum sensing,quantum cryptography,and the physical properties of quantum technologies and materials.Not content with abstract ambition,the Japanese government established highly technical,specific plans.These included developing international cooperation;promoting industry innovation in quant

30、um technologies;enhancing the countrys intellectual property(IP)system relating to quantum;supporting human resources for quantum;and improving healthcare,with an emphasis on Japans aging population.5 Collaborative research July 2020 brought the launch of the Quantum Innovation Initiative Consortium

31、,with the University of Tokyo,Keio University,IBM,Toshiba,Hitachi,and several other Japanese companies constituting membership.The consortium enables collaboration between univer-sities and the industry and strives to improve students skills and expertise in quantum computing.It also promotes quantu

32、m business opportunities and R&D activities for quantum computing in Japan.6 PerspectiveWhat Japan is doing right6Continued government funding More recently,the Japanese government made a commitment to contribute$31.7 million(4.2 billion yen)toward the development of a shared,cloud-based quantum com

33、puting platform.The Ministry of Economy,Trade,and Industry(METI)will distribute the funding to a quantum computing collective led by the University of Tokyo over the next five years.Currently,the university uses an IBM quantum system with the companys 27-qubit Falcon processor.Ultimately,METI plans

34、to use the funding to introduce an IBM system with 127 qubits.7 Breakthroughs and partnerships One significant partnership example is the May 2023 announcement of a 10-year,$100 million initiative with the University of Tokyo,the University of Chicago,and IBM to develop a quantum-centric super-compu

35、ter powered by 100,000 qubits.This 100,000-qubit system would serve as a foundation for tackling challenges that even todays most advanced supercomputers may never be able to solve.8 As well,in October 2023,IT services provider Fujitsu and the scientific institute RIKEN announced the development of

36、a new 64-qubit super-conducting quantum system at the RIKEN RQC-Fujitsu Collaboration Center.The new quantum system builds on the technology developed by RIKEN and a consortium of joint research partners,including Fujitsu,for Japans first superconducting quantum system,which was revealed to the publ

37、ic in March 2023.Fujitsu and RIKEN also announced a platform for hybrid quantum computing,which combines the computing power of the newly developed 64-qubit superconducting quantum system with one of the worlds largest 40-qubit quantum system simulators,developed by Fujitsu.9 With respect to partner

38、ships in general,Dr.Akihisa Sekiguchi,Corporate Fellow of Tokyo Electron Limited(TEL),observes:“Whether with supercomputers,servers,cloud,simulation-related computing resources or part of a hybrid cloud solution,the assumption is that services will be provided seamlessly.But you need to partner with

39、 the right universities and organizations.”7In our research,healthcare and life sciences (HCLS)is the industry sector with the highest concentration of QROs at 18%.Heres how the HCLS sector is setting itself apart:Quantum-enabled cell-centric therapeuticsPioneering new research in healthcare and lif

40、e sciences10 Working groups Working groups can bring together the best industry pioneers and scientists to accelerate effective utilization of quantum computing.One such HCLS working group was established by IBM Quantum with Cleveland Clinic,the University of Chicago,and the University of Toronto.Th

41、is group is investigating quantum algorithms,which use a significantly different computing paradigm that could potentially represent biological dataand learn from itmore efficiently.This could enable researchers to explore new frontiers for biological research and facilitate biomedical discoveries.8

42、9Insight integration Insights from each research area can be valuable in and of themselves,and they can also be combined in various ways that can empower researchers to provide new treatment options that optimize the cellular context and improve therapeutic response.For example,by developing a compr

43、ehensive understanding of how cancer cells behaveand modeling that behavior both individually and in aggregatetreatment plans can emerge.These new treatments could potentially be developed to manipulate a cancer and its tumor microenvi-ronment into a more therapeutically responsive state.Or treatmen

44、t could shift the tumor into an indolent phase that transforms the disease into a more manageable,chronic condition.Quantum computing may serve as an enabler in this cell-centric approach to therapeutic design.This illustrates just one example of how working groups can significantly contribute to ad

45、vancing quantum computing applications across several domains.R&D innovation Therapeutic design and discovery have traditionally focused on drug-target identification and interaction optimization.While quantum algorithms exist,researchers have typically taken classical approaches.Its a strategy that

46、 has led to the approval of many novel therapeutics(for example,small molecule inhibitors,chemotherapeutic,and antibody therapies)across a multitude of diseases.However,since the 1950s,research and development costs per new approved drug have been doubling every nine years.11 For many diseases,effec

47、tive therapies remain elusive.In fact,target-centric approaches may be reaching the point of diminishing returns.But theres hope.Researchers are making significant progress with quantum-enabled cell-centric thera-peutics.Spatiotemporal single-cell,cell-line,imaging,drug profile,and clinical data are

48、 analyzed with four quantum computing technologies that can capture varying aspects of cellular behavior.10Strength in numbers:Engaging ecosystems and quantum service providersQuantum-intrigued organizations might aspire to quantum readiness,but without extensive quantum know-how on staff,they might

49、 not know how to startor progress.Or,even if theyre quantum ready,the speed at which quantum computing evolves makes it challenging for organizations to keep up.This is where ecosystems come into play.Quantum computing ecosystemswith opportunities for collaborative innovationare fast becoming fertil

50、e ground for training users in quantum computing applications to real problems.12 For example,the IBM Quantum Network is a worldwide collectivea community of over 210 Fortune 500 companies,academic institutions,startups,and national research labs working with IBM to advance quantum computing.13 In o

51、ur survey,over half of QROs reported belonging to a quantum computing ecosystem,with 11%belonging to multiple ecosystems(see Figure 2).And,in an inadvertent nod to the importance of ecosystems,93%of organizations at the lowest levels of readiness do not participate in any quantum ecosystem.Quantum e

52、cosystems can serve as a platform for efficiency for QRO quantum programs,with these organizations reporting theyre nearly five times closer to business value than other respondents.Chapter 1FIGURE 2Foundational to QROsHigher ecosystem engagement Belong to one quantum computing ecosystem Belong to m

53、ultiple quantum computing ecosystems Do not belong to any quantum computing ecosystems11%93%5%2%1148%41%Least-ready organizations Quantum-ready organizations 12When joining or creating an ecosystem,one essential criterion is the optimal mix of external resources versus in-house capabilities.To impro

54、ve technology and workflows,ecosystem participants need experience and professionals that are relevant to an organizations business and industry problems.Examples include:14 1.A quantum service provider organization that offers:Easy access to cloud-based quantum computing systems An open-source prog

55、ramming framework Educational resources such as tutorials and research papers Quantum computing researchers Quantum computing consultants with industry domain and technical expertise Technical support A collaborative community actively engaged in addressing quantum computing challenges.What defines

56、an effective quantum ecosystem?The most common impetus for participating in quantum ecosystems?Use cases,with seven out of ten QROs citing them as the primary motivation.Algebraic problems have the highest use case activity,with 63%of QROs experimenting in this area.Simulation is the most heavily fu

57、nded use case area for QROs at 38%.Two out of three QROs seek out ecosystems to access educational programs,and almost two out of three to access hardware.“One success factor to applying quantum computing is to validate theoreti-cally tested algorithms on physical hardware.This is the only way to ge

58、t a realistic view of the performance of the algorithms on real hardware at an early stage and make the necessary further developmentsboth on the software and the hardware side,”says Dr.Thomas Eckl,Chief Expert,Computational Materials Design,Robert Bosch GmbH.Funding can be another benefit,with resp

59、ondents saying ecosystem and technology partners provide 25%of quantum computing funding for their organi-zations.Points to ponder What is your current understanding of quantum use cases for your industry?Has your organization evaluated potential industry evolution scenarios triggered by quantum com

60、puting?Does your market intelligence provide insight into quantum trends and competitive intelligence?Potential business value 55%Ease of getting started 51%Relevant use cases 43%Doing the most quantum research 41%Most advanced hardware 40%Trusted full service provider 38%Best cloud-based experience

61、 36%Best real-world case studies 36%Ease of integration 34%First to reach quantum advantage 28%Right engagement model 27%Has the largest developer base 25%When it comes to engaging quantum service providers,our survey respondents most value understanding business value and ease of getting started,wh

62、ile advanced quantum research and hardware are also important(see Figure 3).Dr.Giorgio Cortiana,Head of Data,Analytics,and IoTEnergy Intelligence,E.ON,notes his organizations involvement in the European Quantum Industry Consortium,which seeks to boost the European quantum-technology industrys econom

63、ic growth and competitiveness and enhance value creation across the continent.15 FIGURE 3An ecosystem wish listWhat organizations are looking for in quantum providers 25%50%13142.Quantum computing developers who understand quantum computing application development using open-source code and access t

64、o application development libraries and have access to real quantum computing hardware.“Look for a provider who can provide the complete picture,”advises Dr.Akihisa Sekiguchi of TEL.“And keep in mind that programming right now is very hardware-dependent.In five years,it will be automated.”3.Academic

65、 partners and universities conducting relevant quantum computing research and developing budding quantum computing experts that could ultimately be hired.E.ON also partners with university students,who can generate master theses on specific quantum computing use cases.“We engage in obtaining public

66、grants,and we clearly have a close collaboration with IBM to help upskill our team,”Dr.Cortiana says.“Look for a provider who can provide the complete picture,and keep in mind that programming right now is very hardware-dependent.In five years,it will be automated.”Dr.Akihisa Sekiguchi Corporate Fel

67、low Tokyo Electron Limited(TEL)The quantum-ready journey:Building on a core of technological innovationMuch of quantum computing technology confounds conventional common sense.For example,in classical computing,bits are either a 0 or a 1.But in quantum computing,quantum bits,or qubits,can be in an i

68、nfinite number of states all at the same time.16 Nonetheless,the process of quantum readiness itself has a linear progression.Nothing can start without funding.Funds cant be productively used without skills(more on that in the next chapter).Funding and skills create innovation,and organizations need

69、 actual,quantifiable innovation to align with business strategy.For starters,lets investigate funding.Chapter 21516Seekers of funding for quantum computing programs face one obvious challenge.“We know pretty well for which problems quantum computing can become useful,”summarizes Dr.Thomas Eckl from

70、Bosch Research.“But we cannot exactly estimate how long it will take until quantum computing will contribute to their solutions,since it quantum needs further developments on the software as well as on the hardware side.”Yet the potential of quantum computing is compelling and increasingly demonstra

71、ble.17 Investorsboth internal and external to organizationsare responding.Our research shows that across our respondents,organizations are spending a median of$3.6 million annually on quantum computing,with investments steadily increasing.Where do organizations unearth this funding?Internal investme

72、nts are the leading source(31%),followed by ecosystem and technology partners(25%).Venture capital funding(23%)and government funding(21%)round out the picture(see Figure 4).As quantum computing and business strategies increasingly synchronize,organizations could have more profound data to support t

73、heir internal pitches for funding.“Such a long-term project requires strong internal management support,”notes Dr.Eckl.“This is precisely the case at Bosch,as the Bosch management values the potential of quantum computing and strategically supports the research and development of this key technology

74、.”Points to ponderDo you have the necessary executive sponsorship for quantum innovation in your organization?What is the process entailed in obtaining funding and resources to quantum projects?How does your organization manage investments in higher-risk,longer-term initiatives with uncertain busine

75、ss value?What are your strategic priorities and how does quantum fit in?FIGURE 4The quantum funding questInternal investments lead the way 31%Internal investments 25%Ecosystem and technology partners 23%Venture capital investments On your mark,get set,fund21%Government funding Given the cutting-edge

76、 nature of quantum computing,its reasonable to categorize QROs as highly agile technology innovators overall,and our research confirms that.We found that nine in ten QROs report outperformance compared to their peers in agility,and seven in ten QROs report outperformance compared to their peers in i

77、nnovation(see Figure 5).QROs are innovating on AI,running 48%more AI workloads in production than their least-ready counterparts.As well,cloud investments from the start of the decade continue to have a high impact on their quantum readinessand QROs run 28%of their workloads today on hybrid cloud.Cl

78、oud-based workloads can lay the groundwork for organizations to engage with cloud-based quantum service providers.For example,open-source cloud quantum computing ecosystems provide access to quantum computing on a manageable scale,providing a low-commitment“laboratory”for experimenting with classica

79、l versus quantum computing.9 in 10QROs outperform their peers in agilityFIGURE 5QROs outshine their peers globallyThey lead the way in agility and innovation 7 in 10QROs outperform their peers in innovationAI and the cloud:Where QROs percolate and innovate17For quantum computing to effectively augme

80、nt classical functions,classical and quantum computing usage should be choreographeda process that involves evaluating sub-workflows best suited to quantum computing acceleration.“Our internal position is a hybrid approach,not pure quantum,”says Dr.Wade Davis,Vice President of Computational Science

81、at Moderna.“For some problems,it might be ten components classical and one component quantum,or vice versa.That type of alignment is what needs to be done.”Points to ponder How have you identified components of your AI-driven workflow(s)that are quantum-addressable?How quickly can business workflows

82、 be modified to accommodate quantum enhancement,based on their modularity?What key workflows run in a public cloud versus a private cloud versus a hybrid cloud?18The point of exploring quantum computingand all innovationis to advance an enterprises business strategy.In effect,the C-suite ultimately

83、expects innovation and experimentation to pay off,even if its over the long haul.Yet our research reveals a daunting finding:executives report only 28%alignment of quantum strategy with business strategy.Even organizations with strong executive support and a clear quantum vision report low levels of

84、 alignment.However,given that organizations say it will take 13 years to fully integrate quantum computing into their business,perhaps this disconnect is not so surprising.In short,the business must catch up to the technologyand that could require radical thinking.“In 10 years,we will have a differe

85、nt world,”Dr.Akihisa Sekiguchi of TEL anticipates.“Consider the combination of AI and more error-resistant quantum computing.We need to turn the next generation of minds into thinkers,not just observers of patterns.”Dr.Giorgio Cortiana of E.ON elaborates on the value of creativity:“Know your busines

86、s today and envision what it will be five to ten years from now.Spend time with the business side on key applications and how they could be in danger if we stayed with strictly classical resources.Play with their imagination.This is an opportunity to create new business models.”But even as QROs flou

87、rish in ecosystems,lead their peers in adopting ground-breaking technology,and progress with aligning quantum computing and business strategies,success in these areas rests on a critical foundationand if this foundation is shaky,the soundest quantum computing strategy crumbles.What does the future o

88、f quantum computing depend upon most?Skills.And this area warrants a chapter all its own.Points to ponder How do you generate innovation initiatives in support of your quantum computing strategy?What amount of future growth and profitability is expected to be driven by quantum-addressable opportunit

89、ies/capabilities?How do you prioritize investments in risky projects?How will quantum capability and value generation grow within your organizationthrough build or buy?Its a process:Aligning quantum computing and business strategy19The elephant in the room:Closing the skills gapA startling statistic

90、:analysts predict that by 2025,less than 50%of quantum jobs will be filled,unless talent pools significantly expand,or quantum job creation slows.18 The latter seems unlikely.According to the World Economic Forum,quantum computing startups have sprouted on every continent,and the number is growing.A

91、nd,more than half of quantum companies are hiring.19 Chapter 3 Inadequate quantum skills 51%Immature quantum technology 48%Expensive quantum hardware 47%Difficulty integrating quantum technology 46%Long time lines of quantum applications 36%Poor access to quantum hardware 34%Poor access to quantum e

92、cosystems 28%Cannot estimate business value 25%No executive support 18%FIGURE 6Overcoming challengesSurmountable barriers to adopting quantum computing 20Our own research verifies this dilemma,with respondents citing inadequate skills as the top barrier to adopting quantum computing technology(see F

93、igure 6).Advanced mathematics(84%),quantum physics and chemistry(72%),and quantum algorithms(70%)are the top areas in which theyre feeling the pinch across industries.In fact,across all organizations in our study,23%of the technology workforce is expected to reskill over the next three years to gain

94、 quantum-related expertise.To facilitate reskilling efforts,IBM started Qiskit,a community that builds the necessary code development tools and libraries for quantum developers.Qiskit also offers skills development for thousands of quantum students.Over two billion quantum circuits are run per day o

95、ver IBM Quantum Services using real quantum systems.20“Its too late to start in three years.Talents and know-how will be short,and we cannot jump on a running train.”Dr.Giorgio Cortiana Head of Data,Analytics,and IoTEnergy Intelligence E.ON Nearly 5x more effective at developing internal quantum ski

96、lls Nearly 2x more effective at attracting STEM talent Over 2x more effective at partnering with academic institutions1.5x more effective at partnering with research labsNearly 3x more effective at internship programs How QROs are narrowing the skills gapFIGURE 7Side by sideKey talent differentiator

97、s of QROs 21Navigatingand ultimately closingthe quantum computing skills gap could create star organizations that shine in the quantum realm,elevated far above those struggling and scraping to attract talent.QROs are demon-strating this already:they have a greater understanding of the skills gap and

98、 are nearly three times more effective in their workforce skills and talent development approaches.For example,compared to the least-ready organizations,QROs are five times more likely to be effective at developing internal quantum skills.QROs are also twice as likely to be effective at attracting S

99、TEM talent,partnering with academic institutions and research labs.And theyre three times more likely than the least-ready organizations to be effective at internship programs(see Figure 7 and Perspective,“The IBM Quantum internship program”).Time is of the essence,warns Dr.Giorgio Cortiana of E.ON.

100、“Organizations need to work on the IP generation side of things,building expertise.Its too late to start in three years.Talents and know-how will be short,and we cannot jump on a running train.”22Since 2020,IBM Quantum has directly trained more than 400 interns at all levels of higher education.Inte

101、rnships with IBM Quantum prepare students with the skills,networks,and career paths needed to launch their careers in the field of quantum computing.In fact,many of these interns have gone on to work at IBM Quantum or elsewhere in the field of quantum after graduation.Summer internships with IBM Qua

102、ntum are especially rewarding and include internships based on software developer,hardware engineer,and computational scientist roles.IBM Quantum interns make meaningful contributions to the IBM Quantum Development Roadmap,in effect progressing the field of quantum computing.And every intern works c

103、losely with a mentor throughout the summer.In previous years,IBM Quantum internships have included the Qiskit Global Summer School,poster sessions,and a fireside chat with IBM Fellow and Vice President of IBM Quantum,Jay Gambetta,hosted and organized by IBM Quantum interns.Arian Noori,a University o

104、f Wisconsin graduate student and quantum hardware engineering intern who worked on optimizing cryogenic qubit control transmission lines for improved signal delivery to a quantum chip,said about his experience interning at IBM Research:“I was surrounded by some of the most intellectual individuals i

105、n the world,and everyone was delighted to share insights into their projects.This exposure allowed me to better conceptualize the entire quantum computing ecosystem,enabling a deeper understanding of the most pressing challenges in the field.”Case studyThe IBM Quantum internship program:Cultivating

106、quantum computing talent21 23When youre hiring for quantum computing,whats the optimal talent?First,organizations seek candidates who are quantum“aware.”This encompasses a broad understanding of quantum computing concepts and the ability to discuss and apply those conceptswhat we call quantum litera

107、cy.Prospects dont necessarily need an in-depth knowledge of equations and theory.22 Our IBM experts point out that this quantum literacy can often be a re-skill,a case of learning enough quantum computing to augment domain expertise and figure out how to integrate quantum computing in that area.Team

108、 members dont need PhD-level quantum computing expertise,but they do need enough quantum computing literacy to assess quantum computing capabilities against industry and organizational needs.23 “In order to be effective,a candidate has to have good solid fundamentals in engineering and sciences but

109、also previous experience in the classical version of AI,machine learning,and so forth,”says Dr.Akihisa Sekiguchi of TEL.“Otherwise its very hard to become literate or proficient in the field.”From there,these resources can form small teams to start identifying problemswhether industry-changing break

110、throughs or workflow acceler-atorsin which quantum computing can play a role.Start by developing and testing large-scale prototypes of hybrid workflows to gain a better under-standing of implications to the business and systems maturity,capitalizing on opportunities for learning,growth,and innovativ

111、e thinking.Building community and creativity through quantum literacyTeam members dont always need PhD-level quantum computing expertise,but they do need enough quantum computing literacy to assess quantum computing capabilities against industry and organizational needs.24Second,candidates who have

112、hands-on lab skills are favored over those with none.24“We want people who can come in and start working with quantum applications,”notes Dr.Wade Davis of Moderna.Yet in a 2021 interview,one IBM industry expert estimated only 3,000 skilled quantum workers existed,and that base needed to double or tr

113、iple.25 Acquiring this level of deeply technical skill can be challenging,especially when competing against universities,startups,and vendors.“Everyone wants a quantum scientist,”says Dr.Sekiguchi of TEL.This“talent drought”can boost the appeal of up-and-running ecosystems with their own talented qu

114、antum teams.“Sometimes candidates might have experience in quantum physics or chemistrybut not quantum computing,”Dr.Davis adds.“They have experience with quantum,but not the right experience.”The scarcity of hands-on skills“Sometimes candidates might have experience in quantum physics or chemistryb

115、ut not quantum computing.They have experience with quantum,but not the right experience.”Dr.Wade Davis Vice President of Computational Science Moderna25One irony:we talk about the need for quantum literacy,quantum awareness,and of course,hands-on quantum computing skills.These are ongoing,valid conc

116、erns.But ultimately,the technology will be,at least to the end user,agnostic.“People will use a tool to solve problems,and they wont care about which part is based on quantum technologies and which part is based on classical computing,”predicts Dr.Eckl from Bosch Research.“It is the workflow designe

117、rs who bring those components together,under the hood,to the point where the end user is not even aware of the quantum dimension.”To achieve that seamless environment both for individual users and across organizations,quantum technology and all its manifold benefits depend on a meticulously construc

118、ted foundation of skills.And those skills remain the biggest challenge to quantum readiness.Points to ponder What portion of quantum and AI skills can be acquired,developed,or accessed through collaboration and re-skilling?What is your talent strategy to support the integration of early prototypes o

119、f quantum and classical hybrid workflows?Have multiple roles been defined for integration of quantum solutions versus designing new applications?Is there a plan to continuously develop quantum and AI skills to help ensure the organization is keeping up with progress in these fields?The end game:From

120、 quantum-literate to quantum-agnostic“People will use a tool to solve problems,and they wont care about which part is based on quantum technologies and which part is based on classical computing.”Dr.Thomas Eckl Chief Expert,Computational Materials Design Robert Bosch GmbH26 Action guide Accelerating

121、 business utility with quantum 01Operations Evaluate your innovation roadmap.Create an innovation process that provides funding for emerging technologies.Consider what portion of your research and development budget is allocated to quantum computing.Develop a talent strategyand follow it.Cultivate q

122、uantum-literate employees and managers.Enhance the skill sets of current employees and establish a concrete tactical approach to recruit quantum-related expertise to your organization or ecosystem.Continue to build quantum fluency.Engage technical teams in learning experiences with hands-on applicat

123、ions of quantum algorithms through continuous,guided prototyping.The more quantum-ready and highly trained your current staff is,the greater your attractiveness to potential recruits.Whether you are just starting your quantum explorations or if youve already progressed to experimenting with qubits a

124、nd more,you will find impact in our action guide below.These steps can help organizations close gaps in readiness.Even QROs can further accelerate their preparedness for business utility by continuing to refine their strategy,optimize their operations,and further their technology capabilities.Build

125、or join an ecosystem.Engage actively with quantum ecosystems,industry working groups,government initiatives,and universities.Consider an organizations track record,engagement model,and roadmap as criteria for a successful partnership.“It takes quite a long time to create the relationships and ecosys

126、tem,”says Dr.Giorgio Cortiana of E.ON.“The space is too big for only one industry to drive it.Synergy and collaboration should be fostered to be successful.”Share responsibility.Integrate quantum adoption roadmaps into the innovation agenda and create shared responsibility across business and techni

127、cal executives.Invest in agile innovation.Examine your workflows to accelerate R&D,starting from ideation through integration.Encourage and reward risk in innovation.2702Strategy Stay up to speed on how quantum computing could impact your business.Monitor ongoing developments and build quantum compu

128、ting into your market intelligence function to follow the potential evolution of your industry triggered by quantum computing innovations.(If you havent read The Quantum Decade,published by the IBM IBV,it is a great starting point).Figure out whats holding you back.Determine your industrys intractab

129、le barriers.Build hypotheses to identify use cases where quantum technology can address these previously unsolvable problems and open new ways of conducting business.Get your tech leaders and business executives talkingto each other.Executives report only 28%alignment of quantum strategy with busine

130、ss strategy.To align business leaders to your quantum vision,demonstrate that quantum investments are high risk but high benefit in the long term.Prepare for the long horizon.Recognize the time to value on quantum computing and position investments and risk and value expectations accordingly.03Techn

131、ology Embrace advanced classical computing technologies.The combination of AI,hybrid cloud,and other advanced computational models can ultimately help support quantum computing-addressable workflows.Take your quantum aspirations to the cloud.Build a hybrid cloud architecture that enables orchestrati

132、on and interoperation of quantum-classical workloads.Determine which workflow subsections are best suited for quantum computing.Forget the“all or nothing”approach.Experiment with the duality of quantum/classical computing combinations.Understand the classical capabilities needed to harness quantum,a

133、nd how quantum and classical approaches both differ and complement each other.Find your technical gapsand fill them.Experiment with applications of existing quantum algorithms to your selected use cases.Create a collaborative model for evolving your vision and testing hypotheses.Experiment and itera

134、terepeatedly.Engage in agile practices that result in high velocity of research and development and iterative solution design.Create a DevSecOps framework to build,test,deploy,and update quantum computing applications.Continuously refine your strategy and experiments.28Research and methodologyIn con

135、junction with Oxford Economics,the IBM Institute for Business Value interviewed 565 CxOs with primary responsibility for technology and innovation strategy.Of these,over 100 executives had primary responsibility for their organi-zations quantum computing strategy.We selected 15 countries that are gl

136、obally inclusive and regionally representative,allowing us to study the impact of various initiatives and policies on quantum readiness.As well,our research spanned 13 industries with varying levels of quantum computing activity,investments,and ecosystem partnerships.Overall,our Quantum Readiness In

137、dex(QRI)indicates low levels of readiness across all industries and regions:22 on a 100-point scale(see Figure 8).The QRI is based on 45 indicators across operations,technology,and strategy(see Figure 9).FIGURE 8Overall QRI resultsReadiness across all measures is low Strategy Maximum score 14 Averag

138、e score 3.3Average score 21.54QROs 32.43+Highest score 43.11Maximum score 100Technology Maximum score 29 Average score 5.76Operations Maximum score 57 Average score 12.4822%24%20%29FIGURE 9The Quantum Readiness Index Operations Governance of Alignment of innovation roadmaps quantum roadmap Integrati

139、on with R&D Shared business-tech exec responsibility Centers of Excellence Quantum talent Budgeting strategy Staffing Community participation Innovation culture Risk tolerance Quantum innovation Ideation to integration process Strategic planning models Expected business value Solution certificates H

140、igh velocity research Agile methodology and development Incremental deployment Continuous workflow enhancements DevSecOpsTechnology Quantum classical Containerized workloads orchestration Quantum-classical orchestration Optimized application times Interoperating workloads AI/ML computational AI/ML m

141、odels models Advanced computational models Data maturity DevSecOps for Cloud-based tools quantum applications Continuous integration and delivery Administration toolsStrategy Actionable quantum Understanding opportunities intelligence Forecasting market scenarios Monitoring market data Business valu

142、e of startups Acquisition pipeline Capturing quantum Use case differentiation business value Timing of value realization Processes and governance No-regret capabilities Use case exploration Securing quantum IP Protection of IP Decision models Invention assessments New filings Licensing strategy Regu

143、lations and Engaging regulatory agencies standards Understanding standards Stakeholder collaborationHeather HigginsPartner IBM Quantum Industry&Technical Shttps:/ BennettStrategy Consultant IBM Quantum Industry&Technical Shttps:/ Higgins is a growth-minded entrepreneur and inspirational executive at

144、 IBM.She currently leads a world-class team of global quantum industry and technical experts working with pioneering enterprises that are evaluating and adopting quantum technology for commercial impact.Heather has been with IBM for 30 years and has deep expertise at the intersection of business and

145、 emerging technology,combined with proven experience helping organizations harness technology to unlock value.Veena PureswaranResearch Director IBM Institute for Business Vhttps:/ Pureswaran is a Research Director and Global Leader for Quantum Computing and Emerging Technologies at the IBM Institute

146、 for Business Value.Previously,she has held leadership positions in semiconductor product development,technology strategy,and innovation management.Her research findings have influenced over 50 clients in industries ranging from electronics to financial services and she has presented at over 40 majo

147、r conferences in Asia,Europe,and North America.Gaylen Bennett is the IBM Quantum Accelerator offering manager for IBM Quantum Industry&Technical Services.She leads the IBM Quantum services strategy and offerings to develop and apply methods to deliver business impact to clients and the IBM organizat

148、ion.About the authors3031IBM Institute for Business ValueThe IBM Institute for Business Value,part of IBM Consulting,develops fact-based,strategic insights for senior business executives on critical public and private sector issues.For more informationTo learn more about this study or the IBM Instit

149、ute for Business Value,please contact us at .Follow IBMIBV on Twitter,and,for a full catalog of our research or to subscribe to our monthly newsletter,visit: reportsThe Quantum DecadeThe Quantum Decade:A playbook for achieving awareness,readiness,and advantage.Fourth edition.IBM Institute for Busine

150、ss Value.December 2023.https:/ibm.co/quantum-decadeSecurity in the quantum computing eraSecurity in the quantum computing era:The risk is real,the need is now.IBM Institute for Business Value.May 2023.https/ibm.co/quantum-safe-encryptionThe CEO Global C-suite StudyCEO decision-making in the age of A

151、I:Act with intention.IBM Institute for Business Value.June 2023.https:/ibm.co/c-suite-study-ceoAbout Research InsightsResearch Insights are fact-based strategic insights for business executives on critical public and private sector issues.They are based on findings from analysis of our own primary r

152、esearch studies.For more information,contact the IBM Institute for Business Value at .The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environm

153、ent.ContributorsMany thanks to the many people whose invaluable insights,expertise,and support helped make this report possible:Steve Ballou,Genya Crossman,Raja Hebbar,Bradley Holt,Kirsten Main,Kathy Martin,Heba Nashaat,Gerry Parham,Lily Patel,Lucy Sieger,and Anne Marie Lowin Weber32Notes and source

154、s1 Kaku,Michio.Quantum Supremacy:How the Quantum Computer Revolution Will Change Everything.Doubleday:New York,2023.2 The Quantum Decade.IBM Institute for Business Value.November 2022.https:/ibm.co/quantum-decade3“Quantum Computing Market by Offering,Deployment(on-Premises and Cloud),Application(Opt

155、imization,Simulation,Machine Learning),Technology(Trapped Ions,Quantum Annealing,Superconducting Qubits),End User and Region-Global Forecast to 2028.”Research and Markets.March 2023.https:/ 4 Langione,Matt,et al.“Quantum Computing is Becoming Business Ready.”May 4,2023.Boston Consulting Group(BCG).h

156、ttps:/ 5 Quantum States:A comparison of National Quantum Strategies.Oxford Insights.2023.https:/ 8058484e/t/64956d2f80454d64ef15920a/71/Final+V1+Quantum+States_+A+comparison+of+National+Quantum+Strategies+%281%29.pdf6“IBM and the University of Tokyo Unveil the Quantum Innovation Initiativ

157、e Consortium to Accelerate Japans Quantum Research and Development Leadership.”IBM Newsroom.July 30,2020.https:/ Potter,John.“Japan Invests$30M in Quantum Cloud Computing for Industry.”Enter Quantum.April 18,2023.https:/ 8“IBM Launches$100 Million Partnership with Global Universities to Develop Nove

158、l Technologies Towards a 100,000-Qubit Quantum-Centric Supercomputer.”IBM Newsroom.May 21,2023.https:/ and RIKEN develop superconducting quantum computer at the RIKEN RQC-Fujitsu Collaboration Center,paving the way for platform for hybrid quantum computing.”Fujitsu.October 5,2023.https:/ 10 Basu,Sau

159、gata et al.“Towards quantum-enabled cell-centric therapeutics.”Cornell University arXiv platform.August 1,2023.https:/arxiv.org/abs/2307.0573411 Scannell,Jack W.,et al.“Diagnosing the decline in pharma-ceutical R&D efficiency.”Nature Reviews Drug Discovery.March 1,2012.https:/pubmed.ncbi.nlm.nih.gov

160、/22378269/12 The Quantum Decade.IBM Institute for Business Value.November 2022.https:/ibm.co/quantum-decade13“IBM Quantum Network:A worldwide collective shaping the future of quantum computing.”IBM Quantum.Accessed November 3,2023.https:/ 14 The Quantum Decade.IBM Institute for Business Value.Novemb

161、er 2022.https:/ibm.co/quantum-decade 15 European Quantum Industry Consortium.euroquic.org.Accessed November 3,2023.https:/www.euroquic.org/16 The Quantum Decade.IBM Institute for Business Value.November 2022.https:/ibm.co/quantum-decade17“IBM Quantum Computer Demonstrates Next Step Towards Moving Be

162、yond Classical Supercomputing.”IBM Newsroom.June 14,2023.https:/ “What is quantum computing?”McKinsey and Company.May 1,2023.https:/ State of Quantum Computing:Building a Quantum Economy.World Economic Forum.Insight Report.September 2022.https:/www.weforum.org/publications/state-of-quantum-computing

163、-building-a-quantum-economy/20 Based on internal IBM information.21“Applications are now open to intern with IBM Quantum for summer 2024.”IBM Research Blog.Accessed November 3,2023.https:/ Shein,Esther.“A more quantum-literate workforce is needed.”TechRepublic.November 18,2020.https:/ Internal IBM i

164、nterview.24 Shein,Esther.“A more quantum-literate workforce is needed.”TechRepublic.November 18,2020.https:/ Internal IBM interview.33 Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the United States of America|December 2023IBM,the IBM logo, and Watson are

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168、cise of professional judgment.IBM shall not be responsible for any loss whatsoever sustained by any organization or person who relies on this publication.The data used in this report may be derived from third-party sources and IBM does not independently verify,validate or audit such data.The results from the use of such data are provided on an“as is”basis and IBM makes no representations or warranties,express or implied.A3QN3BQDUSEN-00