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1、 What Happens When If Turns to When in Quantum Computing?July 2021 By Jean-Franois Bobier, Matt Langione, Edward Tao, and Antoine GourevitchBoston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG wa

2、s the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholdersempowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.Our diverse, gl

3、obal teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model a

4、cross the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.BOSTON CONSULTING GROUP 1What Happens When If Turns to When in Quantum Computing?Equity investments in quantum computing nearly tri

5、pled in 2020, the busiest year on record, and are set to rise even further in 2021 (See Exhibit 1.) This year, IonQ became the first publicly traded pure-play quantum computing compa-ny, at an estimated initial valuation of $2 billion. Its not just financial investors. Governments and research cente

6、rs are ramping up investment as well. Cleveland Clinic, University of Illinois Urbana-Champaign and the Hartree Centre have each entered into “discovery accelera-tion” partnerships with IBManchored by quantum com-putingthat have attracted $1 billion in investment. The $250 billion U.S. Innovation an

7、d Competition Act, which enjoys broad bipartisan support in both houses of the US Congress, designates quantum information science and technology as one of ten key focus areas for the National Science Foundation. Potential corporate users are also gearing up. While only 1% of companies actively budg

8、eted for quantum comput-ing in 2018, 20% are expected to do so by 2023, according to Gartner.Three factors are driving the rising interest. The first is technical achievement. Since we released our last report on the market outlook for quantum computing in May 2019, there have been two highly public

9、ized demonstrations of “quantum supremacy”one by Google in October 2019 and another by a group at the University of Science and Technology of China in December 2020.1 The second factor is increasing timeline clarity. In the past two years, nearly every major quantum computing technology provider has

10、 released a roadmap setting out the critical milestones along the path to quantum advantage over the next decade. The third factor is use-case development. Businesses have responded to the initial wave of enthusiasm by defining practical use cases for quantum computers to tackle as they mature. The

11、sum of these developments is that quan-tum computing is quickly becoming real for potential users, and investors of all types recognize this fact.BCG has been tracking developments in the technology and business of quantum computing for several years. (See the sidebar, “BCG on Quantum Computing.”) T

12、his report takes a current look at the evolving market, especially with respect to the timeline to quantum advantage and the specific use cases where quantum computing will create the most value. We have updated our 2019 projections and looked into the economics of more than 20 likely use cases. We

13、have added detail to our technology develop-ment timeline, informed by what the technology providers themselves are saying about their roadmaps, and we have refreshed our side-by-side comparison of the leading hard-ware technologies. We also offer action plans for financial investors, corporate and

14、government end users, and tech providers with an interest in quantum computing. They all need to understand a complex and rapidly evolving land-scape as they plan when and where to place their bets.Applications and Use CasesQuantum computers will not replace the traditional com-puters we all use now

15、. Instead they will work hand-in-hand to solve computationally complex problems that classical computers cant handle quickly enough by themselves. There are four principal computational problems for which hybrid machines will be able to accelerate solutionsbuilding on essentially one truly “quantum

16、advantaged” mathematical function. But these four problems lead to hundreds of business use cases that promise to unlock enormous value for end users in coming decades. Confidence that quantum computers will solve major problems be-yond the reach of traditional computersa milestone known as quantum

17、advantagehas soared in the past twelve months.1. Though there are no hard-and-fast rules about what the terms mean, “quantum supremacy” generally refers to a quantum computer outperforming a classical computer on a defined mathematical problem, while “quantum advantage” is a quantum computer outperf

18、orming a classical computer on a problem of practical commercial value.2 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?BCG estimates that quantum computing could create value of $450 billion to $850 billion in the next 15 to 30 years. Value of $5 billion to $10 billion could start accruing

19、 to users and providers as soon as the next three to five years if the technology scales as fast as promised by key vendors.There is no consensus on the exhaustive set of problems that quantum computers will be able to tackle, but re-search is concentrated on the following types of computa-tional pr

20、oblems: Simulation: Simulating processes that occur in nature and are difficult or impossible to characterize and un-derstand with classical computers today. This has major potential in drug discovery, battery design, fluid dynam-ics, and derivative and option pricing. Optimization: Using quantum al

21、gorithms to identify the best solution among a set of feasible options. This could apply to route logistics and portfolio risk management. Machine learning (ML): Identifying patterns in data to train ML algorithms. This could accelerate the develop-ment of artificial intelligence (for autonomous veh

22、icles, for example) and the prevention of fraud and mon-ey-laundering. Cryptography: Breaking traditional encryption and enabling stronger encryption standards, as we detailed in a recent report.These computational problems could unlock use cases in multiple industries, from finance to pharmaceutica

23、ls and automotive to aerospace. (See Exhibit 2.) Consider the potential in pharmaceutical R&D. The average cost to develop a new drug is about $2.4 billion. Pre-clinical re-search selects only about 0.1% of small molecules for clinical trials, and only about 10% of clinical trials result in a succes

24、sful product. A big barrier to improving R&D effi-ciency is that molecules undergo quantum phenomena that cannot be modeled by classical computers.Exhibit 1 - More Than Two-Thirds of Equity Investments in Quantum Computing Have Been Made Since 2018Sources: PitchBook (as of June 7, 2021), BCG analysi

25、s.1E=estimate for full year. Invested Equity ($M)Deals completedTwo-thirds of all equity investments ($1.3B) have come since 20182/3$800M73%Equity investments could reach a single-year record of $800Min 2021Nearly three-fourthsof investments since2018 have been inhardware0102030400200400600800201320

26、11201720122015201420182016201920202021ESoftwareHardware# of VC investments 679 7275 32 92 89 249 143 22680020662529132882007014702657BOSTON CONSULTING GROUP 3BCG on Quantum ComputingBCG has published a number of reports and articles on quantum computing in the past several years. You can explore our

27、 previous work here:The Coming Quantum Leap in Computing (May 2018)The Next Decade in Quantum Computingand How to Play (November 2018)Where Will Quantum Computing Create Valueand When? (May 2019)Will Quantum Computing Transform Biopharma R&D? (December 2019) A Quantum Advantage in Fighting Climate C

28、hange (January 2020)Its Time for Financial Institutions to Place Their Quantum Bets (October 2020)TED Talk: The Promise of Quantum Computers (February 2021)Ensuring Online Security in a Quantum Future (March 2021)4 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?Quantum computers, on the oth

29、er hand, can efficiently model a practically complete set of possible molecular interactions. This is promising not only for candidate selec-tion, but also for identifying potential adverse effects via modeling (as opposed to having to wait for clinical trials) and even, in the long term, for creati

30、ng personalized oncol-ogy drugs. For a top pharma company with an R&D budget in the $10 billion range, quantum computing could repre-sent an efficiency increase of up to 30%. Assuming the company captures 80% of this value (with the balance going to its quantum technology partners), this means savin

31、gs on the order of $2.5 billion and increase in operat-ing profit of up to 5%.Or think about prospects for financial institutions. Every year, according to the Bank for International Settlements, more than $10 trillion worth of options and derivatives are exchanged globally. Many are priced using Mo

32、nte Carlo techniquescalculating complex functions with random samples according to a probability distribution. Not only is this approach inefficient, it also lacks accuracy, especially in the face of high tail risk. And once options and deriva-tives become bank assets, the need for high-efficiency s

33、imulation only grows as the portfolio needs to be re-evalu-ated continuously to track the institutions liquidity posi-tion and fresh risks. Today this is a time-consuming exer-cise that often takes 12 hours to run, sometimes much more. According to a former quantitative trader at Black-Rock, “Brute

34、force Monte Carlo simulations for economic spikes and disasters can take a whole month to run.” Quantum computers are well-suited to model outcomes much more efficiently. This has led Goldman Sachs to team up with QC Ware and IBM with a goal of replacing current Monte Carlo capabilities with quantum

35、 algorithms by 2030. Exhibit 2 - Four Quantum-Advantaged Problem Types Unlock Hundreds of Use Cases at Tech MaturitySources: Industry interviews, BCG analysis.100+41High-value industry use cases*Sizing at tech maturityComputational problem typesSimulationPharma: Drug discovery$40-80BFinance: Portfol

36、io optimization$20-50BInsurance:Risk management$10-20BLogistics:Network optimization$50-100BAerospace:Route optimization$20-50BMachine learning applications to impact most, if not all, industriesAutomotive: Automated vehicles, AI algorithms$0-10BGovernment: Encryption and decryption$20-40BCorporate:

37、 Encryption and decryption$20-40BFinance: Anti-fraud, anti-money laundering$20-30BTech: Search/ads optimization$50-100BAerospace: Computationalfluid dynamics$10-20BChemistry: Catalyst design$20-50BEnergy: Solar conversion$10-30BFinance: Market simulation(e.g. derivative pricing)$20-35BOptimizationMa

38、chine LearningCryptographyQuantum-advantagedmathematical functionSparse matrix mathQuantum computing can unlock use cases in industries from finance to pharmaceuticals and automotive to aerospace.6 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?Exhibit 3 shows our estimates for the projecte

39、d value of quantum computing in each of the four major problem types and the range of value in more than 20 priority use cases once the technology is mature.It should be noted that quantum computers do have lim-itations, some of which are endemic to the technology. They are disadvantaged, for exampl

40、e, relative to classical computers on many fundamental computation types such as arithmetic. As a result they are likely to be best used in conjunction with classical computers in a hybrid configura-tion rather than on a standalone basis, and they will be used to perform calculations (such as optimi

41、zing) rather than execute commands (such as streaming a movie). Moreover, creating a quantum state from classical data currently requires a high number of operations, potentially limiting big data use cases (unless hybrid encoding solu-tions or a form of quantum RAM can be developed). Other limitati

42、ons may be overcome in time. Foremost among these is fabricating the quantum bits, or qubits, that power the computers. This is difficult in part because qubits are highly noisy and sensitive to their environment. Superconducting qubits, for example, require temperatures near absolute zero. Qubits a

43、re also highly unreliable. Thou-sands of error-correcting qubits can be required for each qubit used for calculation. Many companies, such as Xana-du, IonQ, and IBM, are targeting a million-qubit machine as early as 2025 in order to unlock 100 qubits available for calculation, using a common 10,000:

44、1 “overhead” ratio as a rule of thumb. Exhibit 3 - The Value Creation Potential for Quantum Computing by Problem Type at Tech MaturitySources: Academic research, industry interviews, BCG analysis.1Represents value creation opportunity of mature technology.ApplicationsMachine learning ($95-$250B)Simu

45、lation ($175-$330B)Optimization ($110-$210B)Cryptography ($40-$80B)LowHighValue creation potential ($B)Other: Varied AI applicationsHigh tech: Search and ads optimizationAutomotive: Automated vehicle, AI algorithmsFinance: Fraud and money-laundering prevention Aerospace: Materials developmentAutomot

46、ive: Materials and structural designChemistry: Catalyst and enzyme designHigh tech: Battery designAerospace: Computational fluid dynamicsAutomotive: Computational fluid dynamicsEnergy: Solar conversionManufacturing: Materials designPharma: Drug discovery and developmentEncryption/decryptionAerospace

47、: Flight route optimizationFinance: Risk managementLogistics: Vehicle routing/network optimizationFinance: Portfolio optimizationFinance: Market simulation (e.g. derivatives pricing)$80+$50$0$20$10$10$20$20$10$0$10$20$40$40$20$10$50$20$20$80+$100$10$30$20$15$50$40$20$10$30$30$80$80$50$20$100$50$35BO

48、STON CONSULTING GROUP 7Rising concerns about computings energy consumption and its effects on climate change raise questions about quantum computers future impact. So far, it is extremely small relative to classical computers because quantum computers are designed to minimize qubit interactions with

49、 the environment. Control equipment outside the computer (such as the extreme cooling of superconducting computers) typically requires more power than the ma-chine itself. Sycamore, Googles 53 qubits computer that demonstrated quantum supremacy, consumes a few kWh of electricity in a short time (200

50、 seconds), compared with supercomputers that typically require many MWh of elec-tric power.Three Stages of DevelopmentQuantum computing has made long strides in the last decade, but it is still in the early stages of development, and broad commercial application is still years away. (See Exhibit 4.)

51、 We are currently in the stage commonly known as the “NISQ” era, for Noisy Intermediate Scale Quantum technology. Systems of qubits have yet to be “error-correct-ed,” meaning that they still lose information quickly when exposed to noise. This stage is expected to last for the next three to ten year

52、s. Even during this early and imperfect time, researchers hope that a number of use cases will start to mature. These include efficiency gains in the de-sign of new chemicals, investment portfolio optimization, and drug discovery. The NISQ era is expected to be followed by a five- to 20-year period

53、of broad quantum advantage once the error correction issues have been largely resolved. The path to broad quan-tum advantage has become clearer as many of the major players have recently released quantum computing road-maps. (See Exhibit 5.) Besides error correction, the mile-stones to watch for ove

54、r the next decade include higher quality qubits, the development of abstraction layers for model developers, at-scale and modular systems, and the scaling up of machines. But even if these ambitious targets are reached, further progress is necessary to achieve quan-tum advantage. (Some believe that

55、qubit fidelity, for example, will have to improve by several orders of magnitude beyond even the industry-leading ion traps in Honeywells Model H1.) It is unlikely that any single player will put it all together in the next five years. Still, once developers reach the five key milestones, which take

56、n together make up the essential ingredients of broad quantum advantage, the race will be on to modularize and scale the most advanced architectures to achieve full-scale fault tolerance in the ensuing decades. While new use cases are expected to become available as the technology matures, they are

57、unlikely to emerge in a steady or linear manner. A scale breakthrough, such as the million-qubit machine that PsiQuantum projects to release in 2025, would herald a step change in capability. Indeed, early technology milestones will have a disproportionate impact on the overall timeline, as they can

58、 be expected to safeguard against a potential “quantum winter” scenario, in which investment dries up, as it did for AI in the late 1980s. Because its success is so closely aligned to ongoing fundamental science, quantum computing is a perfect candidate for a timeline-accelerating discovery that cou

59、ld come at any point.Exhibit 4 - Quantum Computing and Adjacent Technologies Have Seen Significant Advances in Commercialization in the Past DecadeSources: Industry interviews, desk research, Crunchbase, BCG analysis.2010201220172018201920132016201820192020 1QBit launches as first independent quantu

60、m software provider IBM announces IBM Q, plan to build commer-cially available quantum computers National Quantum Initiative Act establishes 10-year plan to fund quantum R&D in the US Google announces it has achieved “quantum supremacy” Google announces Quantum AI Lab IBM Quantum Experi-ence comes o

61、nline, the first quantum computer available in the cloud China announces $10B investment in National Laboratory for Quantum Information Sciences AWS announces Amazon Bracket cloud service Microsoft announces Azure Quantum cloud service8 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?Five Ha

62、rdware TechnologiesOne of the big questions surrounding quantum computing is which hardware technology will win the race. At the moment five well-funded and well-researched candidates are in the running: superconductors, ion traps, photonics, quantum dots and cold atoms. All of these were developed

63、in groundbreaking physical experiments and realizations of the 1990s.Superconductors and ion traps have received the most attention over the past decade. Technology leaders such as IBM, Google, and recently Amazon Web Services are devel-oping superconducting systems that are based on superpo-sitions

64、 of currents simultaneously flowing in opposite directions around a superconductor. These systems have the benefit of being relatively easy to manufacture (they are solid state), but they have short coherence times and require extremely low temperatures. Honeywell and IonQ are leading the way on tra

65、pped ions, so named because the qubits in this system are housed in arrays of ions that are trapped in electric fields while their quantum states are controlled by lasers. Ion traps are less prone to defects than superconductors, leading to higher qubit lifetimes and gate fidelities, but acceleratin

66、g gate operation time and scaling beyond a single trap are key challenges yet to be overcome. Photonics have risen in prominence recently, partly be-cause of their compatibility with silicon chip-making capa-bilities (in which the semiconductor industry has invested $1 trillion for R&D over the past

67、 50 years) and widely available telecom fiber optics. Photonics companies, such as Xanadu and PsiQuantum (currently the most well-fund-ed private quantum computing company, with $275 mil-lion), are developing systems in which qubits are encoded in the quantum states of photons moving along circuits

68、in silicon chips and networked by fiber optics. Photonic qubits are resistant to interference and will thus be much easier to error-correct. Overcoming photon losses due to scatter-ing remains a key challenge. Exhibit 5 - The Path to Broad Quantum Advantage over the Next Decade, According to Major T

69、ech Providers Sources: IBM, IonQ, desk research (Forbes, TensorFlow, Rigetti), BCG analysis.YearQubit qualityAbstractionModularityScaleError correctionRoadmap projections made by major playersMilestone typeGoogleto develop error-correction for a 1 million superconducting qubit systemPsiQuantumto com

70、mercialize 1 million physical qubit system with a single photon-based setupIonQto deploy modular quantum computers small enough to be networked together in a data centerIBMto release prebuilt quantum runtimes (integrated with circuit libraries) for algorithm developersHoneywellquadruples prior year

71、performance with 99.8% 2-qubit gate fidelity on Model H12021202320252029Public roadmap claims by top tech providersUse cases are unlikely to emerge in a steady or linear manner.10 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?Companies leading research into quantum dots, such as Intel and

72、SQC, are developing systems in which qubits are made from spins of electrons or nuclei fixed in a solid substrate. Benefits include long qubit lifetimes and lever-aging silicon chip-making, while the principal drawback is a proneness to interference that currently results in low gate fidelities. Col

73、d atoms leverage a technique similar to ion traps, ex-cept that qubits are made from arrays of neutral atomsrather than ionstrapped by light and controlled by lasers. Notwithstanding disadvantages in gate fidelity and opera-tion time, leading companies such as ColdQuanta and Pasqal believe that cold

74、 atom technology could be advan-taged in horizontal scaling using fiber optics (infrared light) and in the long term could even offer a memory scheme for quantum computers, known as QRAM. Each of the primary technologies and the companies pursuing them have significant advantages, including deep fun

75、ding pockets and expanding ecosystems of partners, suppliers, and customers. But the jury remains out on which technology will win the race, as each continues to experience distinct challenges relating to qubit quality, con-nectivity and scale. (See Exhibit 6.) Some partners and customers are hedgin

76、g their quantum bets by playing in more than one technology ecosystem at the same time. (See the sidebar, “How Goldman Sachs Stays at the Front Edge of the Quantum Computing Curve.”)Exhibit 6 - The Current State of Progress of the Leading Hardware TechnologiesSources: Expert interviews, Science, Nat

77、ure, NAE Report, Hyperion Research.1Best reported performance available for all dimensions. 2PsiQuantum publication (March 2021). 3IBM and Google have announced 1M qubit roadmaps for between 2025 and 2030. SuperconductorsIon trapsPhotonicsQuantum dotsCold atoms61%35%34%26%16%1Nearest neighborsAll-to

78、-allAll-to-all2 Nearest neighborsNear neighbors100 ns99%1 s1-10 ns99%1-10 s1 ns99.9%N/A1-50 s10-50 s99.9%99.6%50+ s1 msQubit quality1ConnectivityStrengthsChallengesExample players% of potential users who consider technology promisingNear absolute zero temperaturesConnectivity limitation in 2DIBM, Go

79、ogleHoneywell, IonQPsiQuantum, XanaduIntel, SQCColdQuanta, PasqalEngineering maturityScalability3 Qubit lifetimeGate fidelityGate operation timeStability Gate fidelityConnectivityHorizontal scalabilityEstablished semiconductor techStabilityEstablished semiconductor techHorizontal scalabilityConnecti

80、vityGate operation times Horizontal scaling beyond one trapNoise from photon lossRequires cryogenicsNascent engineeringGate fidelityGate operation timeBOSTON CONSULTING GROUP 11Goldman Sachs is staying at the vanguard of early adopt-ers by dedicating its quantum research group to a focused and high-

81、value set of use cases and partnering broadly with startups, full-stack tech providers, and academics. The team, led by William Zeng, conducts research in algorithm design, resource estimation, and hardware integration. They look for quantum advantage by “working backward” from problems that are con

82、cretely defined mathematically and estimating the hardware resources that would be required to calculate them. The next step is identifying the problems that would be implemented on real hardware andcruciallywhen. Zengs team is developing some algorithms internally, but nearly all of its research is

83、 conducted in partnership in a resolutely non-exclusive approach. “Our primary goal is to find the right experts who complement the skills we have internally, whether thats at a particular startup, a hard-ware player, or in academia,” Zeng said. “But we also give some consideration to distributing o

84、ur findings. The field is still young, and we all have a role to play in advancing it.”A large share of what Goldman Sachs has developed in partnership has been made public. In late 2020, Goldman and IBM published their research into a “new approach that dramatically cuts the resource requirements f

85、or pric-ing financial derivatives using quantum computers.”1 This year the same group partnered with QC Ware to develop a method of reducing the hardware requirements for quan-tum-advantaged Monte Carlo simulations.2 Zengs team provides Goldman Sachs leadership with regular updates on the timeline t

86、o quantum advantage and the invest-ments required to stay at the forefront of the field.How Goldman Sachs Stays at the Front Edge of the Quantum Computing Curve1. Chakrabarti et al, “A Threshold for Quantum Advantage in Derivative Pricing,” arXiv.org pre-print, December 2020.2. Giurgica-Tiron et al,

87、 “Low Depth Algorithms for Quantum Amplitude Estimation,” arXiv.org pre-print, December 2020.12 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?Dividing the Quantum Computing PieOf the $450 billion to $850 billion in value that we expect to be created by quantum computing at full-scale fault

88、 tolerance, about 80% ($360 billion-$680 billion) should accrue to end users, such as biopharma and financial services companies, with the remainder ($90 billion-$170 billion) flowing to quantum computing industry players. (See Exhibit 7.) Within the quantum computing stack, about 50% of the market

89、is expected to accrue to hardware providers in the early stages of the technologys maturity, before value is more evenly shared with software, professional services, and networking companies over time. The key constraint in the industry is the availability of sufficiently powerful hard-ware. We ther

90、efore expect demand to outstrip supply when good hardware is developed. This is the pattern that devel-oped with classical computers. In 1975, the year Microsoft was founded, hardware commanded more than 80% of the ICT market versus 25% today, when it is considered largely a commodity.Investors are

91、betting on quantum computing following a similar course: about 70% of todays equity investments have been in hardware, where the major technological and engineering roadblocks to commercialization need to be surmounted in the near term. Key engineering challenges include scalability (interconnecting

92、 qubits and systems), stability (error correction and control systems), and opera-tions (hybrid architectures that interface with classical computing). Revenues for commercial research in quantum computing in 2020 exceeded $300 million, a number that is growing fast today as confidence in the techno

93、logy increases. The total market is expected to explode once quantum advan-tage is reached. Some believe this could come as soon as 2023 to 2025. Once quantum advantage is established and actual applications reach the market, value for the industry and customers will expand rapidly, surpassing $1 bi

94、llion during the NISQ era and exceeding $90 billion during the period of full-scale fault tolerance. (See Exhibit 8.) Exhibit 7 - The Value Created by Quantum Computers Will Be Shared Among End Users and Technology ProvidersSource: BCG analysis.Value created by quantum computers for end usersValue r

95、etained by end usersValue captured by tech providersIncremental net income created for end users during the period of full-scale fault tolerance Value in $ billions at tech maturity $450-$850B$360-$680B$90-$170BAssumes 80% of value created is retained by end users of the technologyAssumes 20% of val

96、ue created is captured by technology providers across the full stack (including HW, SW, services) BOSTON CONSULTING GROUP 13How to PlayPerhaps no previous technology has generated as much enthusiasm with as little certainty around how it ultimately will be fabricated. This enthusiasm is not misguide

97、d, in our opinion. Tech providers, end users and potential investors need to determine how they want to play and what they can do to get ready. The answer varies for each type of player. (See Exhibit 9.)Tech Providers. Technology companies, especially hard-ware makers, should develop (or maintain) a

98、 clear mile-stone-defined quantum maturity roadmap informed by competitor benchmarks and intelligence. They can deter-mine the business model(s) that will allow them to capture the most value over timewhere they should play in the quantum computing stack and solving for complementary layers of the s

99、tack. Hardware companies will likely develop delivery mechanisms, for example, while software providers develop provisioning strategies. All will want to develop an engagement and ecosystem strategy and prioritize the industries, use cases, and potential partners in each sector where they see the gr

100、eatest opportunities for value. These opportunities will evolve over time based on the actions of other players, so early movers will have the most open playing field.End Users. Companies in multiple industries likely to benefit from quantum computing should start now with an impact of quantum (IQ)

101、assessment. It will map potentially quantum-advantaged solutions to issues or processes in their businesses (portfolio optimization in finance, for example, or simulated design in industrial engineering). They also should assess the value and costs associated with building a quantum capability. Depe

102、nding on the path to value and the timeline, end users may benefit from the IP, skills development, and implementation readiness that come from partnering with a tech provider. Companies in affected industries should also incorporate quantum com-puting into their digital transformation roadmaps.Inve

103、stors. We encourage investors to educate themselves in three areas: technology, value flow, and risk. The first includes investing the time to understand the types of industry problems quantum computing can best address, building an understanding of the five key technologies being developed, and sta

104、ying current on the outlook for each. It may make sense to hedge with investments in more than one technology camp. Analysis should include the division of value between providers and users as well as among the layers of the stack. Risks include likelihood of success and, importantly, the timeline t

105、o incremental value delivery, especially in the context of hardware uncer-tainties. Topical complexity will necessitate thorough dili-gence on all investment hypotheses and targets. Exhibit 8 - The Value of Quantum Computing Through the Three Stages of DevelopmentNISQ(before 2030)Total annual value

106、creation for end-users (in operating income)$5B-$10B$80B-$170B$450B-$850B$1B-$2B$15B-$30B$90B-$170BTotal annual value for providers(in revenue, 20% of value creation)Before quantum advantage (2023-25), providers revenues will stem entirely from end-user research investment. Gradually from there, use

107、r value-generating spend will take over.Share of value creation captured by providers includes hardware, software and services. It is subject to decrease as the technology becomes a commodity. Broad quantumadvantage(after 2030)Full-scale fault tolerance(after 2040)Source: BCG analysis.Tech providers

108、, end users and potential investors need to determine how they want to play and what they can do to get ready.BOSTON CONSULTING GROUP 15One thing is clear for all potential players in quantum computing: no one can afford to sit on the sidelines any longer while competitors snap up IP, talent, and ec

109、o-system relationships. Even if there remains a long road to the finish line, the field is hurtling toward a number of important milestones. We expect early movers to build the kind of lead that lasts. The authors are grateful to Flora Muniz-Lovas and Chris Dingus for their assistance in preparing t

110、his report.Exhibit 9 - How Each Type of Player Can Prepare for Quantum AdvantageSource: BCG analysis.Technology providersEnd usersPotential investorsMaintain a clear, milestone-defined tech maturity roadmap informed by competitor benchmarksDetermine what core and auxiliary business model(s) will all

111、ow you to capture the most value over time (e.g., where to play in the stack)Select priority industries and use cases to develop solutions for (and prioritize potential companies to partner with in each industry)Solve for the complementary layers of the stack (e.g., hardware companies must develop a

112、 delivery mechanism, and software companies must develop a provisioning strategy) Develop an engagement and ecosystem strategy Conduct an impact of quantum (IQ) assessment Workflow analysis to discover pain points and bottlenecks that lead to cost outlays and missed revenue opportunities Solution ma

113、pping to identify how these pain points can be mitigated with quantum computing Path to value assessment estimating the potential value created at critical breakpoints as the tech maturesPartner with a vendor to benefit from IP, skills development and implementation readiness Incorporate quantum com

114、puting into your digital transformation roadmapInvest the time to understand the technology and types of industry problems it can uniquely addressGet a complete picture of the market landscape and value flows Value creation Value capture (division of value among providers and users, by layer of the

115、tech stack)Conduct a comprehensive risk burndown Timeline Hardware uncertainty (ions vs. superconductors) Compute and non-compute alternativesDo thorough diligence into investment hypotheses and targets16 WHAT HAPPENS WHEN IF TURNS TO WHEN IN QUANTUM COMPUTING?About the AuthorsJean-Franois Bobier is

116、 a partner and director in Boston Consulting Groups Paris office. You can reach him at bobier.jean-.Edward Tao is a principal in BCGs Chicago office. You can reach him at .Matt Langione is a principal in the firms Boston office. You can reach him at . Antoine Gourevitch is a senior partner and manag

117、ing director in BCGs Paris office. You can reach him at goure-.For Further ContactIf you would like to discuss this report, please contact the authors.Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunit

118、ies. BCG was the pioneer in business strategy when it was founded in 1963. Today, we help clients with total transformationinspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact.To succeed, organizations must blend digital and human c

119、apabilities. Our diverse, global teams bring deep industry and functional expertise and a range of perspectives to spark change. BCG delivers solutions through leading-edge management consulting along with technology and design, corporate and digital venturesand business purpose. We work in a unique

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