101 Q UA RT E R _ 0 2 _ 2 0 2 6 - - - - - - - algorithms in areas such as molec ular modeling for drug discovery or risk analysis for financial services. We expect some of these vertical QaaS applications to evolve into outcome-based business models where customers pay for tangible results delivered by QC. This cus tomer-centric commercialization model could be especially prevalent in the phar maceutical sector, where companies already pay for each viable drug candidate discovered using AI. Complementing QaaS offerings will be full- stack solutions that combine hardware sales, software licensing, and consulting services, in which QC technology providers cocreate tailored solutions for each customer. Rather than betting that a single leading QC technology provider will emerge, executives can adopt a multivendor approach, selecting specific providers to solve specific business use cases. THREE STEPS FOR QC SUCCESS Many companies will want to ready themselves for the maturation of quantum computing, given its potential to create value. For forward-thinking com panies, that preparation can begin now. Our research shows that a strategic QC playbook balances pru dence with risk-taking over three crucial steps. Step 1: Map Exposure and Opportunity Getting QC right requires both defense and offense. Business leaders can map a defensive strategy by examining how their companies’ sensitive data and critical infrastructure could pose quantum-related security risks, especially when Q-Day arrives. This requires inventorying which data and products must remain secure and then migrating those assets to quantum-resistant cryptography and hybrid encryption schemes. In parallel, leaders should embed quantum risk into vendor strategies by updating procurement standards and ensuring that their vendors can rapidly adopt postquantum cryptography standards as they become available. Identify high-value use cases where the performance limits of classical computing hold back innovation. Simultaneously, business leaders can outline an offensive strategy by mapping their companies’ specific business problems to potential quantum solutions. They can start by identifying a few high- value use cases where the performance limits of classical computing are holding back innovation. These are the use cases where even an incremental quantum advantage could create material differentia tion, such as developing R&D pipelines or conducting combinatorial optimization for scheduling, routing, or asset allocation. Once these use cases are iden tified, companies can invest in partnerships with