"For years, quantum computing remained a distant research topic for many decision-makers—fascinating, yet perceived as being at a "safe distance." Now, however, they are reading headlines about quantum processors that solve complex simulations thousands of times faster than supercomputers. Or about new error-correction methods paving the way for scalable systems. And suddenly, the conversation is no longer solely about physics, but about business models, investment cycles, and questions of industrial location.
As the year 2025 draws to a close, quantum computing has risen to the very top of the political agenda—fittingly coinciding with the United Nations’ International Year of Quantum Science and Technology. In Germany, the technology features prominently in the Federal Government’s High-Tech Agenda, which was formally adopted by the Cabinet; meanwhile, the EU has unveiled its own dedicated Quantum Strategy. Even at the G7 Summit held in Kananaskis, Canada, earlier this year, heads of government addressed the subject of quantum computing. Yet political will alone will not determine who comes out ahead ten years from now—or who ends up hopelessly left behind. The real question is this: Will the German and European economies become "quantum ready"—that is, sufficiently prepared—in time to actually harness the power of quantum computing? One thing is certain: Quantum computing is coming. What remains uncertain is who, in the end, will be able to capitalize on the resulting economic value in time.
Quantum computing has long since moved beyond the realm of pure basic research. Over the past few years, more powerful prototypes have emerged, initial cloud-based access points have been established, and pilot projects have been launched across the industrial and logistics sectors. In parallel, the fields of quantum sensing and quantum communication are advancing—enabling, for instance, more precise measurement techniques or eavesdropping-resistant key distribution.
Experts forecast that, by 2035, quantum computing will generate more than two trillion US dollars in global economic value. Enormous sums are currently being invested in quantum projects and startups. This hype is not without foundation; after all quantum computers will potentially be able to solve humanity's greatest problems. Nevertheless, it is important to remain grounded when it comes to the promises being made. Quantum computers will not, within just a few years, be designing medicines "at the push of a button" or rendering clinical trials obsolete. A more realistic scenario is that, in the future, quantum algorithms will make specific parts of development processes significantly more efficient—for instance, in the simulation of molecules or materials. The same applies to financial models, traffic flows, and energy systems: quantum computers will not replace classical systems, but rather complement them in targeted ways; they possess the capability to solve particularly computationally intensive tasks—tasks that push even high-performance computers to their absolute limits.
The Jülich Research Centre is currently collaborating with us on the integration of a High-Performance Computing (HPC) system with our ion-trap quantum computer. Projects such as this demonstrate that "Quantum Computing Made in Germany" is no longer merely a vision, but a living reality. The question now is whether we can succeed in systematically extending this reality across the broader economy.
This is not solely a matter of technology or individual business models. In the long run, "Quantum Readiness" will also determine Europe's economic sovereignty—and, by extension, its prosperity and social stability. A robust industrial sector serves as the bedrock of a resilient democracy. If European companies fall behind in the quantum era, we stand to lose not only market share but also our capacity for global influence and shaping the future.
China and the United States are investing tens of billions in the advancement of quantum technologies. Europe is following suit: the EU aims to establish itself as a leading hub in this field by 2030; France launched its own national quantum strategy in 2021; and Germany, too, has enshrined concrete quantum-related objectives within its High-Tech Agenda. These objectives include, among other things, the development of at least two fault-tolerant quantum computers—operating at the highest European standards—by 2030.
In my view, Germany's High-Tech Agenda remains too vague on this point. It lacks an explicit statement stipulating that these quantum computers must be competitive. Nevertheless, these programs signal that the topic—given its significance for both the economy and security—has gained traction at the political level. Ultimately, however, what companies make of this will be the decisive factor. One thing is clear: any organization that fails to engage with this technology today will find it nearly impossible to catch up in just a few years. If the German economy wishes to reap the benefits of the quantum era, it must begin preparing for it strategically right now. According to the consulting firm McKinsey, around three-quarters of companies identify the identification of quantum use cases as an urgent next step. Yet fewer than 20 percent have launched concrete pilot projects. The gap between "We know something is coming" and "We are acting now" is wide.
The World Economic Forum’s so-called "Quantum Readiness Toolkit" examines quantum computing with a focus on risks, particularly in the field of cryptography. Here, "Quantum Readiness" is understood as an integral part of risk and cybersecurity management. This perspective is important. However, when discussing the competitiveness of our national economy, we urgently need to address the other—the economic—side of Quantum Readiness. That is: How can companies prepare to leverage this technology to their advantage as soon as it reaches the necessary level of maturity?
Quantum Readiness is not a single project to be simply "ticked off." Rather, we view it as a measure of maturity. Even without an in-house research department, there are a number of steps companies can take to get started. First, companies must identify where quantum computing might become relevant within their own value chains.
Typical areas include complex optimization problems—such as those found in logistics, network planning, production scheduling, and maintenance—the simulation of materials and chemical compounds, or specific sub-tasks within the fields of artificial intelligence and machine learning. In these areas, the focus is on targeted inquiry: Which processes are particularly costly, slow, or energy-intensive? Where do traditional optimization or simulation methods frequently reach their limits?
Although quantum computers will eventually be able to solve certain tasks far more efficiently, one fundamental principle—which often comes as a surprise to companies—still applies: Not every problem is a "quantum problem." Many challenges will continue to be solved better, faster, or more cost-effectively using classical hardware. Quantum methods yield their benefits only where the mathematical structure of the problem aligns with the operational principles of quantum algorithms—and vice versa.
This brings to the forefront an aspect that is often overlooked in strategic discussions: Currently, quantum hardware, algorithms, and software must be developed in tandem, specifically tailored to a particular use case. In the current phase of development, successful projects emerge through "co-design"—that is, through the parallel development of problem formulation, algorithms, software architecture, and hardware access. This fundamentally distinguishes quantum computing from established IT stacks.
"Quantum readiness" does not mean installing your own quantum computer in the basement. Rather, it involves establishing access to existing and emerging infrastructure—including cloud services, high-performance computing centers, research networks, and technology partners. For companies, this means precisely defining specific use cases rather than merely speculating about "quantum potential" in the abstract. To achieve this, they require in-house expertise. The goal is not to hire quantum physicists across the board, but rather to cultivate a foundational understanding of the technology and its implications within key roles.
At the same time, partnerships with quantum startups, scale-ups, and research centers are indispensable. It is in these environments that the knowledge and skills currently reside to model problems in a way that renders them truly "quantum-ready" in the future. Consequently, "quantum readiness" also entails organizing effective teamwork—specifically between corporate IT departments, business units, quantum specialists, and research teams. Such co-design processes require time.
To begin with, small, clearly defined pilot projects are advisable—for instance, those involving remote access to a quantum computer hosted at a high-performance computing center. The primary objective of these early-stage projects is to foster a learning curve, not to generate short-term profitability. Those who engage in experimentation today will be quicker to identify where the application of quantum technology is truly worthwhile tomorrow.
The computing architectures of the future will be hybrid in nature, with classical systems and quantum processors working hand in hand. To accommodate this shift, companies must gradually adapt their data structures, IT architectures, security models, and talent strategies. The fact is that companies that begin today to build competencies and partnerships—and to prepare their IT infrastructure—gain a head start, thereby avoiding the need to stumble into a new technology under time pressure at a later date. In this context, "Quantum Readiness" is no longer merely a bet on a distant technology; industry pioneers are already beginning to position themselves.
It is observable that larger companies which have already established quantum programs often collaborate with major American providers—for reasons that are, in part, understandable, such as availability, robust ecosystems, and long-standing expertise. While this may be convenient in the short term, it is risky in the long run. If German and European companies—out of habit—continue to rely on US-based technology stacks for their core projects, we risk losing not only market share but also innovative power, talent, and long-term strategic autonomy.
Europe possesses outstanding research centers, leading experts, and quantum start-ups with technological depth that are internationally competitive—they are simply less visible than Google, IBM, or Microsoft. Yet, visibility only emerges when companies collaborate with these players, launch pilot projects, and jointly develop value-added solutions.
The contribution of German companies to technological sovereignty begins at precisely this point. It is not about excluding US technology, but rather ensuring that critical key technologies, competencies, and standards are not developed exclusively there.
The alternative is clear: it lies in a European quantum ecosystem where industry, research institutions, and start-ups jointly develop, test, and scale technologies. This ecosystem already exists—spanning from Jülich, Siegen, and Hamburg to European clusters such as Paris-Saclay, Munich, and Delft. However, it requires bold early adopters from the business and public sectors to gain global visibility.
Germany and Europe have traditionally been strong in research and development, yet they often lack the necessary agility to translate innovation into industrial practice. The fact that securing venture capital for deep-tech innovations is more difficult in Europe does not make matters any easier. Many European start-ups currently rely on non-European capital if they wish to scale up. These structural hurdles demonstrate why the transition from research to value creation must be actively shaped.
Public institutions—ranging from government ministries and critical infrastructure operators to defense organizations—must also become "quantum ready." Sectors such as NATO and the German Armed Forces (Bundeswehr) are already taking action; however, here too, it is becoming evident that speed is emerging as the decisive factor. Against this backdrop, "quantum readiness" becomes more than just a technical issue. It will determine whether Europe plays an active role in the quantum era or merely watches from the sidelines. Jan Henrik Leisse is the co-founder and CEO of eleQtron GmbH, Germany’s first manufacturer of so-called ion-trap quantum computers.” [1]
1. Sind wir "quantum ready"? Frankfurter Allgemeine Zeitung; Frankfurt. 29 Dec 2025: 18. Von Jan Henrik Leisse
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