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In July, the European Organisation for Nuclear Research (Cern) announced it would deploy quantum computers (QCs) to power its search for fundamental particles. Unlike a decade ago, QCs are no more tentative prototypes, but fast emerging as a viable tool for niche practical applications ranging from designing novel materials to enabling drug discovery.

QCs are now available as a cloud-based service to anyone with an internet connection. We will see the unveiling of more powerful QCs over the next five years. How prepared is India to ride the quantum technology wave?

Introduced as an idea by Nobel-winning physicist Richard Feynman in the early 1980s, QCs are not merely faster versions of the computers we use but are machines based on the laws of quantum physics. A typical QC hardware computes by manipulating electrons and nuclei using electromagnetic radiation from lasers. The technology is complex as precise control over these delicate manipulation schemes is necessary to perform calculations. If this technology can be mastered, QCs promise, at least for a certain class of problems, unprecedented computational speeds not attainable even by the fastest supercomputers available today.

Barring a few premier institutions, quantum computing is not yet part of the curriculum in most Indian universities and colleges. This issue must be addressed through a programme to skill faculty, enabling them to teach engineering and science undergraduates. By 2024, Indias software developer community is expected to be the largest in the world. By training this community, India can create a quantum workforce for itself and the world.

GoI and the industry must support interdisciplinary research and development in quantum science and technologies. As part of the National Mission on Quantum Technologies and Applications (NM-QTA), the 2020 budget had committed 8,000 crore. Also, a Technology Innovation Hub (TIH) for quantum technologies has been set up at Indian Institute of Science Education and Research (IISER), Pune, focused on translating research into products and services. These investments must increase. At present, private investments are lacking. Industry and PSUs must be incentivised to evaluate and work on applications relevant to their domain.

Quantum technologies include a whole gamut of interrelated technologies quantum cryptography, quantum sensors, quantum materials, quantum meteorology, etc. Products based on quantum cryptography for secure communications are already available in the market. However, unambiguous evidence of societal benefits of QCs is still lacking. Demonstrating a few showcase applications is critical to persuade industry to invest in quantum technologies. These applications could be in drug discovery, logistics and optimisation, new materials, fintech, machine learning and defence. This will have a cascading effect of seeding a vibrant quantum startup ecosystem leading to job-creation and economic growth.

India must build its own competitively sized QC in mission mode by pooling its existing academic expertise. A few indigenous QCs will give India a voice in shaping the future of quantum computing. With the right policy framework and incentives, India has the potential to become a key player in a global quantum technology market anticipated to reach $31.57 billion (2.32 lakh crore) by 2026. This will generate more technical jobs in the coming decades. India must move fast to respond to the fast-evolving quantum landscape.

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View: Its the spacetime to quantum for the search of fundamental particles - Economic Times

The business intelligence report on Quantum Computing market thoroughly assesses the previous and current business scenario to provide a conclusive overview of the industrys growth pattern over 2021-2025. Furthermore, it includes a detailed account of the sizes and shares of the markets and sub-markets, stressing on crucial factors influencing the business dynamics such as the primary growth determinants, obstacles, and lucrative prospects.

Executive summary:

As per analyst, Quantum Computing market Size is projected to amass substantial returns over the forecast period, expanding at XX% CAGR throughout.

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The document helps readers gain a deeper understanding of the competitive landscape by emphasizing on the popular strategies adopted by major contenders to guarantee high profits in the forthcoming years. Also, it answers all questions relating to the aftermath of COVID-19 pandemic on this marketplace.

Market snapshot:

Regional analysis:

Product landscape outline:

Application spectrum summary:

Competitive arena overview:

The Scope of this report:

This market study covers the global and regional market with an in-depth analysis of the overall growth prospects in the market. Furthermore, it sheds light on the comprehensive competitive landscape of the global market. Global Quantum Computing market research report is a comprehensive business study on this state of business that analyses innovative ways for business growth and describes necessary factors like prime manufacturers, production worth, key regions and rate of growth.

Global Quantum Computing market size analysis report provides a detail study of market size of different segments and countries of previous years and forecast the values to the next Five years. This Quantum Computing market report delivers both qualitative and quantitative aspect of the industry with respect to regions and countries involved in the report. Furthermore, this report also categorizes the market based on the type, application, trends, revenue, demand, manufacturers and all the crucial aspects of market drivers and restraining factors which can define the growth of the industry.

Some of the key questions answered in this report:

What will the market growth rate, growth momentum or acceleration market carries during the forecast period?

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What was the size of the emerging Quantum Computing market by value in 2020?

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What trends, challenges and barriers will impact the development and sizing of the Global Quantum Computing market?

What are sales volume, revenue, and price analysis of top manufacturers of Quantum Computing market?

What are the Quantum Computing market opportunities and threats faced by the vendors in the global Quantum Computing Industry?

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Research on Quantum Computing Market 2021: By Growing Rate, Type, Applications, Geographical Regions, and Forecast to 2025 - Northwest Diamond Notes

One of the challenges of writing about technology is how to escape from what the sociologist Michael Mann memorably called the sociology of the last five minutes. This is especially difficult when covering the digital tech industry because one is continually deluged with new stuff viral memes, shiny new products or services, Facebook scandals (a weekly staple), security breaches etc. Recent weeks, for example, have brought the industrys enthusiasm for the idea of a metaverse (neatly dissected here by Alex Hern), El Salvadors flirtation with bitcoin, endless stories about central banks and governments beginning to worry about regulating cryptocurrencies, Apples possible rethink of its plans to scan phones and iCloud accounts for child abuse images, umpteen ransomware attacks, antitrust suits against app stores, the Theranos trial and so on, apparently ad infinitum.

So how to break out of the fruitless syndrome identified by Prof Mann? One way is to borrow an idea from Ben Thompson, a veteran tech commentator who doesnt suffer from it, and whose (paid) newsletter should be a mandatory daily email for any serious observer of the tech industry. Way back in 2014, he suggested that we think of the industry in terms of epochs important periods or eras in the history of a field. At that point he saw three epochs in the evolution of our networked world, each defined in terms of its core technology and its killer app.

Epoch one in this framework was the PC era, opened in August 1981 when IBM launched its personal computer. The core technology was the machines open architecture and the MS-DOS (later Windows) operating system. And the killer app was the spreadsheet (which, ironically, had actually been pioneered as VisiCalc on the Apple II).

Epoch two was the internet era, which began 14 years after the PC epoch began, with the Netscape IPO in August 1995. The core technology (the operating system, if you like) was the web browser the tool that turned the internet into something that non-geeks could understand and use and the epoch was initially characterised by a vicious struggle to control the browser, a battle in which Microsoft destroyed Netscape and captured 90% of the market but eventually wound up facing an antitrust suit that nearly led to its breakup. In this epoch, search was the killer app and, in the end, the dominant use came to be social networking with the dominant market share being captured by Facebook.

Epoch three in Thompsons framework the era were in now was the mobile one. It dates from January 2007 when Apple announced the iPhone and launched the smartphone revolution. Unlike the two earlier eras, theres no single dominant operating system: instead theres a duopoly between Apples iOS and Googles Android system. The killer app is the so-called sharing economy (which of course is nothing of the kind), and messaging of various kinds has become the dominant communications medium. And now it looks as though this smartphone epoch is reaching its peak.

If that is indeed whats happening, the obvious question is: what comes next? What will the fourth epoch be like? And here its worth borrowing an idea from another perceptive observer of these things, the novelist William Gibson, who observed that the future is already here; its just not evenly distributed. If thats as profound as I think it is, then what we should be looking out for are things that keep bubbling up in disjointed and apparently unconnected ways, like hot lava spurts in Iceland or other geologically unstable regions.

So what can we see bubbling up in techland at the moment? If you believe the industry, metaverses (plural) basically conceived as massive virtual-reality environments might be a big thing. That looks to this observer like wishful thinking for psychotics. At any rate, at its extreme end, the metaverse idea is a vision of an immersive, video-game-like environment to keep wealthy humans amused in their air-conditioned caves while the planet cooks and less fortunate humans have trouble breathing. In that sense, the metaverse might just be a way of avoiding unpleasant realities. (But then, as a prominent Silicon Valley figure recently joked, maybe reality is overrated anyway.)

Two more plausible candidates for what will power future epochs are cryptography in the sense of blockchain technology and quantum computing. But an era in which these are dominant technologies would embody an intriguing contradiction: our current crypto tools depend on creating keys that would take conventional computers millions of years to crack. Quantum computers, though, would crack them in nanoseconds. In which case we might finally have to concede that, as a species, were too smart for our own good.

Brace yourselfTheres a sobering opinion piece in the New York Times by historian Adam Tooze called What if the coronavirus crisis is just a trial run?

Get readingProusts Panmnemonicon is a meditation on rereading Proust by Justin EH Smith on his blog. A reminder that if you want to read Proust in your lifetime, you need to start now.

Domestic spiesPublic Books has a terrific piece by Erin McElroy, Meredith Whittaker and Nicole Weber on the intrusion of surveillance tools into homes.

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PC, internet, smartphone: whats the next big technological epoch? - The Guardian

'Every company a climate solutions company'

Many business leaders feel they are ready to take on digital transformation. The question is, what do they want to accomplish with new technology-driven approaches beyond simply digitizing existing processes or business lines? Some forward-looking companies, recognizing the pointlessness of going through a digital transformation exercise for the sake of digital transformation, intend to do more with the new possibilities technology opens for them. There needs to be something meaningful and purposeful at the other end such as promoting socially responsible approaches that makes it all worthwhile to employees, customers, partners, and the world at large.

This is the course set at Viessman Group, a 104-year-old climate control solution company, which recognized that digital transformation means more than simply adding new technology it means unwrapping newly acquired resources to promote sustainability, opportunity, and new solutions to vexing problems. Shape the purpose of your organization, make sure everybody understands it, and make it a deep part of your offerings, says Max Viessmann, CEO of Viessmann Group. Viessmann, who leads a family-owned company, based in Germany with 13,000 employees across 75 countries, is transforming itself from manufacturing to digital services provider. Initiatives underway include the provisioning of smart devices that communicate health and status from customers homes or offices to Viessmanns monitoring services, research and development into systems that employ alternative energy sources such as hydrogen or solar, and other green initiatives.

To stay ahead of the curve, Viessmann supports a constellation of venture capital units VC/O that supports the growth of emerging technology companies and technology ventures. We incubate a lot of business models outside of our core, but still related to our core, because we saw that we need to learn a lot, and we need to engage within an ecosystem, says Viessmann. This includes investing in artificial intelligence and quantum computing ventures. Its clear if we do not embrace digital technologies, we would not be able to succeed. We invest in companies that are highly disruptive to our base, to other industries, and we engage with them.

Viessmanns investments cover two main areas deep technology, and clean energy, with a philosophy of investing in base technologies as they emerge, then building specific solutions on top of those technologies over time. Areas of investment include the Internet of Things (IoT), artificial and machine intelligence, frontier tech hardware, enterprise software, distributed ledger technology, cyber security, augmented and virtual reality, and autonomous systems. When people start investing in AI or in quantum computing, its super generic in the beginning when the technology is being developed or adopted, says Viessmann. But at some point in time, you will see that a technology has a horizontal impact on many sectors, its generally a good investment. But it also allows you to understand how this can be applied to our own vertical. Thats why we invest in horizontal technologies, because we can understand it much earlier than other companies.

Currently, the company is an investor in IQM, one of the largest quantum computing companies in Europe, as well as companies in the EnergyTech and PropertyTech space which focus on bringing digital, data-driven solutions to living and working spaces. The word digital is even disappearing from the companys lexicon, Viessmann says. If you look at our strategy in 2017, it was still a lot of digital scale, end-to-end supply chain management a lot of buzzwords, and a bit fuzzy maybe at some points. Today, whatever we initiate needs to have that digital element to it, otherwise its just not giving us a competitive advantage. In our strategy looking forward to 2025, we dont use the word digital, because its not a building block, its just a hygiene factor. Things are now at a higher level.

This includes initiatives to build more software-driven and AI capabilities into its product lines, enabling company technicians to predict and resolve issues at customer sites before they arise. Solutions can be downloaded to customer installations automatically, without the need for a technician to arrive onsite. Were able to optimize and update the systems over their lifespan, says Viessmann. Our service partners can anticipate if something goes wrong, so they can fix the problem before it even occurs. A problem may arise with a device over a course of 20 years, depending on different conditions. Technology is helping us to understand some of the patterns."

At the same time, there isnt necessarily any magic with AI, Viessmann emphasizes. AI is such a big word, and it helps a lot of equity stories to be written, obviously, he points out. But if you just look at the deep learning side of it, you're just understanding is there a pattern, and can adjust what the algorithm is about to do, based on the learning and the pattern that has been recognized. AI allows you to handle that complexity, and to make it much more productive and efficient, that you wouldnt be able if you control it manually, or if you would have a static algorithm that just does in and out. For us, its not rocket science, its just understanding patterns and learning from it.

This, in turn, raises energy efficiency to new levels, thereby reducing carbon emissions resulting from coal-fired power plants, he continues. By employing software-driven installations supported by AI, moving to alternative sources of power without the onerous labor required in the past. Were using technology to reduce the time that is being wasted on inefficient commissioning processes and inefficient service processes, he states. A one-and-a-half-hour exercise, now its done within a split second.

Its not technology for technologys sake, Viessmann emphasizes. We want to have the most positive impact on the environment and on living spaces, and whatever helps us to achieve that from a technology perspective is worth trying out, he explains. A few years ago, IoT was a generic term. We invested in protocol or communication companies that enabled IoT. It was clear that vertical solutions within sectors would be created. So we created our own solutions for the climate and energy side of things, based on the technology that was available.

Digital transformation has not only meant providing digital services to customers, but also transforming the companys corporate culture. Employees are encouraged to develop ideas which often make their way to piloting and production. For example, when the Covid pandemic hit, a group of employees took materials from around the companys plant and created ventilators for Covid patients, eventually shipped to hard-hit areas such as India.

The Covid crisis, for one, provides many lessons for corporate social responsibility, Viessman says. The pandemic has shown all of us how deeply affected we can be from a change in our environment, he explains. A pandemic shows us who we are and not who we think we are. Theres a curve to the pandemic. But if we look at some of the consequences that are a result of progress in climate change, its just made it transparent to all of us that is not just going to go away.

Businesses need leaders to seek to achieve sustainability and greater purpose. Make it your own, Viessmann urges. Its our uppermost responsibility to look beyond our bottom-line performance and see the impact were having on the environment, and to what extent we can actually improve that. Every company must become a climate solutions company. It must come straight from the heart of people already believe. We need to emphasize the responsibility that we have in the future, and be aware of how we live today will impact future generations. If its part of why people buy your products, or engage with your services, then it becomes a true part of your DNA.

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Digital Transformation Is Only The Beginning: A Companys Journey - Forbes

When it comes to people pushing the frontiers of science, few institutions can match the talent of the Department of Defense, the intelligence agencies and the U.S. national laboratory system. With ample budgets and flexible oversight under that aura of national security, ambitious scientists and engineers are working on everything from quantum computing to next-generation satellites.

That wealth of talent is often left behind in the frenetic product development and fundraising world of Silicon Valley. Langley, Arlington and Los Alamos are a far cry from Palo Alto or New York City. Even more challenging is the career transition: the government is, well, the government, and the private sector is, well, the private sector. Moving from one to the next can be quite jarring.

Scout Ventures wants to act as the bridge between the startup world and that vast science and technology workforce, with a particular focus on veterans of the military, intelligence agencies and national labs. Founded about a decade ago in 2012 by Brad Harrison, the firm raised two funds and invested in several dozen companies at the earliest stages, including identity verification platform ID.me (now valued at $1.5 billion), mens subscription service Bespoke Post and youth sports management platform LeagueApps. It also incubated companies like health services company Unite Us.

The firm announced this morning that is has raised a $55 million third fund, which will continue its focus on backing veterans while centering its investment thesis on frontier tech in areas like machine learning, robotics, drones, physical security, quantum computing and space (that said, the firm does not invest in weapons).

Harrison, who has been a long-time angel investor prior to forming Scout Ventures and is a West Point grad and Army Airborne Ranger, said that when he started to look at the track records of the most successful founders he backed, many of them happened to be veterans. So he started doubling down on that thesis, eventually hiring Wes Blackwell who graduated from the Naval Academy and Sam Ellis in Brooklyn from West Point as his co-partners.

Scout Ventures partners Wes Blackwell, Brad Harrison and Sam Ellis. Image Credits: Scout Ventures.

Scout is a traditional seed stage fund, and Harrison said that the firm targets roughly a deal per month, with a typical check between $500,000 and $1 million targeting 10% ownership. The firm also reserves $2-3 million in capital for follow-on investments.

One of the firms unique differentiators is taking advantage of ample non-dilutive funding from government programs and locking that in for its portfolio companies. Harrison said that the firm typically can secure three dollars of such funds for each dollar it invests, allowing its portfolio companies to grow faster for longer and with less dilution. Were seeing the most active money flowing through Air Force number one, Army number two, and then you are seeing some money flowing through the Department of Energy and the National Science Foundation, Harrison said.

In terms of companies, the target is so-called dual-use startups that have applications that can be used by both the public and private sectors. These are core, disruptive technologies that we believe are going to bring a shift change, so they inherently have applications to the DoD and the commercial sector, he said. They are hard to find, and that is why we talk to so many companies.

As examples of startups within this thesis, Harrison pointed to four companies in quantum computing and others in electronic warfare, where applications can be as important to the NSA as to telecoms like Verizon and T-Mobile. He also pointed out companies like De-Ice, which is using electromagnetic technology to make deicing of planes and other equipment faster and safer. Such technology could improve operations for the Air Force as well as civilian carriers.

Ultimately, Scout hopes that its unique network and focus will allow it to access these hard-to-reach founders who are really distrustful of most VCs, Harrison said. That makes us competitive.

Among the LPs of the new fund are the New Mexico State Investment Council (home of the Los Alamos National Laboratory), former Citigroup chairman Richard Parsons, Auctus Investment Group, restaurateur and brewer David Kassling, and Michael Loeb.

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With $55M third fund, Scout Ventures is funding veterans ready to tackle the hardest technical challenges - TechCrunch