Q UA RT E R _ 0 2 _ 2 0 2 6 103 QC companies, pilot programs, and talent development. In particular, they can explore whether software solu tions from companies such as Classiq, Horizon Quantum Computing, Kipu Quantum, Q-CTRL, and Strange- works could address their use cases, or whether they want to engage in the deep hands-on work of building QC software themselves. Beyond these defensive and offen sive plays, leaders can benchmark their QC readiness against industry peers, many of which are already cementing early partnerships with technology providers. Mapping expo sure in this way can help organizations quantify both the risk of disruption and the potential for value creation from QC. - - - - - - - - - - - - - An online version of this article, featuring additional content, is available on McKinsey.com Step 2: Secure Options on Technology and Talent The companies that will win with QC tomorrow are building the necessary technology infrastructure today. To get that right, CEOs and their technology teams can establish strategic relationships with quantum hardware or cloud providers, ideally span ning different technological approaches, including on premises, cloud, and hybrid. They can also begin adapting their own technology architectures incrementally. This could include modernizing data pipelines, modularizing compute workflows, and ensuring their high-performance computing and AI environments can interoperate with emerging quantum run times. Of course, companies should be mindful not to alter their existing tech stacks too quickly or dramatically. They can instead build a flex ible foundation that enables the integration of QC capabilities as they mature, given that the market is still early and the trajectory uncertain. Forward-thinking CEOs are already securing the talent they will need to adopt QC in the next three to five years. The demand is high, and the talent pool is small, so moving fast will be essential. Hiring QC experts from research labs and univer sities is one proven avenue. CEOs can also build a small internal “translation” team of two to five people who will oversee the company’s gradual shift from classical computing to QC. This team should be closely tied to AI units and tasked with evaluating QC use cases, coordinating pilots, and connecting business, data, and quantum experts. Step 3: Run Targeted Experiments During the Readiness Window Getting good at anything requires practice, and QC is no exception. This means that business and technology leaders can design a few high-value QC pilots now in areas such as molecu lar simulation, portfolio optimization, or logistics using the latest QC offerings or hybrid quantum–classical comput ing platforms. Developing early QC algorithms on small-scale machines can help ensure that a company owns the IP for this software when more powerful machines come online. Companies can also get their data ready today for a quantum future. Quantum algorithms require data to be structured differently than classical AI models, so cleaning and re-architecting enterprise data now is a pre requisite for future speed. In addition, technical teams can integrate QC considerations into their broader AI and cloud road maps. Whichever pilots their companies deploy, CEOs should measure not just ROI but also the IP created, the talent developed, and the ecosystem relation ships built. This approach can deliver maximum learning and secure long-term value. Quantum computing is moving from scientific theory to strategic reality. Many technical hurdles remain, but the combination of advancing hard ware, faster progress on software algorithms, and accelerating investment shows that QC will soon become mainstream. Clearly, most business lead ers can no longer treat QC as a distant curiosity. Leaders who act now to understand where quantum intersects with their core challenges, secure options on talent and technology, and run targeted pilots will have a crucial head start. They will be able to defend against the upcoming security transition and seize QC’s opportunities offensively. Over the next decade, their compa nies could be poised to capture a large share of economic value that QC may deliver. » Henning Soller is a partner in McKinsey’s Frankfurt office, Sven Smit is a senior partner emeritus and senior adviser in the Amsterdam office, and Anna Heid is an associate partner in the Zurich office.