Quantum computing is an emerging paradigm in information processing that leverages the principles of quantum mechanics to solve certain complex problems that are difficult or lie beyond the reach of classical computers. While this technology is still at an early stage of development, potential commercial applications span a range of business sectors, including pharmaceuticals, advanced materials, energy, finance and transportation. As pioneering firms begin to explore the potential business value of quantum computing, the question emerges of how businesses can prepare for a technology that is both highly promising and highly uncertain.
This paper examines how firms can build quantum readiness, i.e. the strategic and operational preparations needed to evaluate, adopt and integrate quantum computing as the technology advances towards maturity. In this paper, quantum computing is treated as a long-term commercialisation effort: the value of quantum readiness does not lie in near-term production deployments but rather in early exposure and internal capacity to adapt as the technology matures. Drawing on the literature, on recent survey evidence and on interviews with 16 public and private organisations across 10 countries, the analysis identifies barriers that hinder readiness and the support mechanisms addressing these barriers.
Firms typically build readiness incrementally, starting with low-cost awareness and exploration. Early activities include participating in events and training sessions with technology providers and experts to learn about emerging opportunities, as well as organising workshops to explore potential applications. More advanced readiness requires investing in skills, infrastructure and partnerships to identify industry-specific use cases, assess potential business value and explore how quantum computing could be embedded in day-to-day operations.
In practice, companies face significant barriers: (i) insufficient technological maturity, which complicates pilots and feasibility studies; (ii) limited awareness and weak understanding of business implications; (iii) the costs of accessing quantum computing resources, funding research and development (R&D), and training staff, which are particularly burdensome for small- and medium-sized enterprises (SMEs); and (iv) shortages of talent combining quantum computing expertise and domain knowledge. As a result, readiness efforts tend to remain concentrated in a narrow group of large, R&D-intensive firms, while many others recognise the importance of quantum computing but delay action in practice. This risks a divide between early adopters and the wider digital economy, with uneven progress across firm sizes, sectors and countries.
Different kinds of public and private organisations help firms navigate readiness obstacles, including public research organisations, research and technology infrastructures, industry associations, technology providers and consulting firms, and research and innovation agencies. They do so through five main complementary support mechanisms:
Networking and collaboration: platforms that connect researchers, technology providers, end users and other stakeholders to share information, track technological progress and identify market opportunities and potential partners.
Business advisory services: services that familiarise firms with quantum computing, highlight industry-relevant cases and support firms in assessing their internal capabilities and gaps, while also providing training and strategic guidance on workforce and infrastructure needs.
Technology extension services: services that bridge the gap between research and commercialisation by providing access to specialised facilities, equipment and expertise, and support for collaborative R&D for engaging with quantum computing and running proofs-of-concept.
Grants for business R&D: funding that lowers the cost of early experimentation with quantum computing applications, while encouraging co-investment and collaboration with research and industry partners.
Stakeholder consultation: ongoing engagement and exchanges with industry actors to align support measures with business needs, making readiness efforts more targeted and effective.
Looking ahead, building readiness will require expanding skills pipelines, strengthening industry-academic partnerships and ensuring that support mechanisms reach a wider range of firms. Hybrid approaches that combine quantum computing, artificial intelligence and high-performance computing are likely to serve as practical entry points for early commercial applications.
More broadly, policy support should evolve in tandem with the technology, balancing near-term exploratory pilots with forward-looking support in software, interoperability and workforce development. These measures can widen quantum readiness and bolster competitiveness and innovation across digital economies.