Executives following quantum computing may think it’s best to wait for technical breakthroughs before investing. However, leading companies view it as an enabling technology where business users play a vital role in shaping its value through ongoing experimentation. While milestones like qubit counts matter to engineers, they don’t dictate when companies should engage. Economic value from quantum computing emerges gradually via collaboration between technology producers and user-driven innovations, much like electricity and classical computing did.
Quantum computing’s true impact depends on active user involvement revealing valuable applications and performance needs through repeated feedback loops. This creates a strategic challenge: companies hesitate to experiment due to uncertain short-term gains, yet such experimentation is essential to discover profitable uses and guide technical progress. Early engagement allows firms to influence development priorities and prepare their processes for future quantum advantages.
Examples include Lockheed Martin’s early investment in quantum annealing systems and IBM’s cloud-based quantum platform, which broadened access and accelerated learning. Organizations across sectors experiment with quantum approaches to solve optimization and operational problems, often yielding quantum-inspired improvements on classical hardware.
To develop effective quantum strategies, businesses should appoint boundary spanners linking technology to company problems, focus on near-term opportunities that enable learning and experimentation, and create organizational spaces for longer-term innovation beyond immediate financial returns. This approach transforms quantum computing adoption from a passive wait to an active, ongoing process of discovery and adaptation, positioning companies to seize substantial value as the technology matures.
