The UK exhibits strong national confidence in quantum computing
Quantum computing is clearly gaining momentum in the UK. In QuEra’s 2026 Quantum Readiness Report, 88% of UK executives believe the country is well-positioned to lead in this field. That’s not a small number, it tells us there’s conviction in the UK’s infrastructure, funding environment, and research capabilities. And some of that optimism is deserved. The UK’s investment in quantum programs and ecosystems has been consistent. The country has also built respected academic institutions and national initiatives focused on quantum innovation.
However, there’s something holding that confidence back from becoming execution. Over a third, 37%, of UK respondents say skilled labor is their biggest challenge. They’re not wrong. You can’t expand operational quantum programs without teams who understand not just the principles of quantum mechanics, but how to apply them to actual business problems. Right now, pipeline capacity simply doesn’t meet demand.
Solving this isn’t just an HR issue, it’s a strategic one. Companies need to treat quantum talent like they do any critical asset: identify gaps, fund the development, and secure the right partners. Without this, you hit a wall. You can have the most advanced algorithms and prototype systems, but that doesn’t help if no one’s there to build and run them at scale.
Yuval Boger, Chief Commercial Officer at QuEra, summed this up honestly: “Organisations can’t deploy what they can’t staff.” That’s the point. Talent is more than an operational bottleneck, it’s the velocity limiter on innovation.
The market is transitioning from experimental adoption to a results-oriented “show me” phase
Quantum computing used to be all about potential. That’s no longer enough. In 2026, decision-makers are shifting their questions, away from “Will this technology matter?” toward “When and where does it drive real value?” That change isn’t trivial. It means the market is growing up. We’ve hit a threshold where real money is on the line, and nobody wants to invest on hype alone.
It’s no longer about proving that quantum fundamentals work. They do. Now it’s about proving that quantum deployment, at scale, can translate to competitive advantage, better outcomes, faster processes, or lower costs. This is why smart companies are building benchmarks, use cases, and business models that tie directly to ROI. It’s not theoretical anymore.
This shift is healthy. It forces better discipline. Markets don’t mature because people keep talking about innovation. They mature because buyers ask hard questions and vendors respond with engineered solutions that actually perform. According to Yuval Boger at QuEra, we’re now in a “reset in expectations,” where the focus is on understanding not just the potential of quantum, but the conditions under which it delivers measurable returns.
If you’re running a company, here’s the takeaway: hype cycles fade. Real value doesn’t. You need to start planning not just for the technology’s capability, but its application across your business. Relaxed enthusiasm must meet hard metrics. And in quantum computing, that shift has officially begun.
Limitations of classical computing are fueling the demand for quantum computing solutions
The performance ceiling of classical computing is becoming more obvious, and the implications are serious. According to QuEra’s 2026 Quantum Readiness Report, 62% of organizations reported hitting moderate to critical limits with classical systems, particularly in workloads tied to simulation. This isn’t surprising. Simulations in materials science, chemistry, and drug discovery push conventional architectures past the efficient point. The problem isn’t processing more data, it’s precision, complexity, and interaction that scale beyond classical capabilities.
Quantum systems are not abstract solutions here. They allow computation across multiple possibilities at once, enabling modeling at levels that classical platforms can’t reach without massive overhead or oversimplified assumptions. That’s why sectors pushing real-time simulation, like pharmaceuticals and advanced manufacturing, are leaning in. According to the report, 42% of all near-term planned use cases for quantum are simulation-related. That’s not a speculative trend. It’s about solving current, real-world limitations.
Yuval Boger, Chief Commercial Officer at QuEra, explained it clearly: The strongest demand is coming from sectors where classical approximations fall short—“Molecular simulation, protein folding, battery chemistry.” These are not concepts, they’re active commercial challenges that can’t be meaningfully addressed with conventional tools.
For leadership teams, the message is clear: if your business depends on modeling dynamic systems with high levels of uncertainty and interdependencies, quantum computing is moving from an interesting topic to a core R&D consideration. The limits of classical approaches are already constraining performance in these areas. Forward-looking decisions will be based on whether you plan for quantum capabilities now, or wait for competitors to do it first.
Organizational readiness for quantum adoption is declining as expectations rise
There’s more exploration of quantum technology than ever, but actual deployment isn’t keeping pace. Over half of UK companies (56%) said they’re either exploring or piloting quantum projects, but only 13% have implemented anything at scale. That’s a critical gap. And it’s not just the UK, globally, the percentage of organizations that consider themselves “somewhat or very prepared” has dropped from over 65% to 55% in the past year.
This shift doesn’t signal a pullback in interest. It points to rising expectations. As companies understand more about quantum’s complexity, hardware integration, talent needs, regulatory considerations, their definitions of “readiness” evolve. Quantum forces you to rethink architecture, workflows, and data pipelines. It’s not a plug-and-play upgrade.
Larger organizations, in particular, feel the pressure. The report notes that bigger enterprises are reporting lower levels of preparedness. Legacy systems, long procurement cycles, and multi-layered internal governance are slowing momentum. Meanwhile, smaller firms, with more operational flexibility, are often first to move.
For executives, here’s the impact: if you want your organization to lead here, you need not only interest and budget, but qualified teams, integration plans, and an updated understanding of what it now means to be “ready.” That’s the paradox, more knowledge pushes the bar higher. Treat quantum investment as you would a long-term platform shift. Measure progress not by experimentation, but by the ability to translate interest into infrastructure, outcomes, and advantage.
Regional confidence in quantum computing varies widely
Quantum leadership is becoming geographically defined, and not everyone is keeping pace. According to QuEra’s 2026 Quantum Readiness Report, 88% of UK respondents and 82% of US respondents believe their countries are well positioned to lead in quantum computing. In the EU, that number drops sharply to just 51%. This discrepancy highlights the uneven development of national strategies, investments, and ecosystems surrounding quantum technology.
The UK has made targeted investments into quantum centers, public-private partnerships, and talent development pipelines. The US, supported by agencies like NSF and DARPA, is also advancing infrastructure around quantum hardware and foundational research. Meanwhile, the EU’s more fragmented regulatory and innovation landscape appears to be limiting both speed and focus. Confidence levels reflect that.
At the organizational level, the UK again stands out. A third of UK respondents described their companies as “very prepared” for quantum, significantly above the global average. That kind of sentiment doesn’t just happen, it reflects stronger alignment between policy, enterprise support, academic research, and real-world use cases.
For executives operating across regions, this matters. Quantum computing is not yet universally deployable, and location affects access, whether to talent, procurement options, or collaborative opportunities. Where nations lead, companies move faster. If you’re developing quantum initiatives or exploring partners, proximity to high-confidence environments may reduce friction and accelerate access to measurable outcomes.
Budget approaches for quantum computing remain cautious
There’s no shortage of belief in the potential of quantum systems. According to the QuEra report, 43% of respondents expect quantum computers to outperform classical systems within five years. Another 37% think that tipping point will arrive in six to ten years. That’s 80% of the market aiming for a performance shift within a decade.
But that optimism isn’t matched by aggressive spending. Nearly half of respondents, 46%—expect budgets for quantum to stay flat in 2026. An additional 10% think they’ll decrease. That signals restrained forward momentum. Organizations are interested but not fully committing financially.
This cautious stance reflects the megatrend we’re seeing, less funding around experimental hype, more concentration on tangible, commercial outcomes. Before executives increase allocations, they want to see clearer models for ROI, more practical benchmarks, and a workforce that can actually run these systems.
That’s not a negative signal. It’s a recalibration. Teams are reassessing strategy, narrowing focus, and looking at quantum through the lens of targeted value, not abstract ambition. For leadership, the next move should be to line up internal expectations with realistic delivery paths. If your team expects quantum outperformance in under five years, that timeline should be connected to specific investments, in infrastructure, talent, and high-impact use cases.
Being optimistic is good. Being prepared is better. The next placements of capital and resources will determine which organisations lead when quantum switches from planning to production.
Main highlights
- UK confidence undermined by talent shortage: The UK is seen as a global leader in quantum readiness, but 37% of organizations cite lack of skilled talent as a top barrier. Leaders should prioritize workforce development to unlock adoption at scale.
- Market shift toward measurable value: Organizations are moving from experimentation to expectation, demanding clear ROI from quantum investments. Executives should focus on use cases that connect directly to measurable business outcomes.
- Classical limits are fueling demand: 62% of respondents report performance ceilings in classical systems, especially in simulation-heavy sectors. Leaders in pharma, materials science, and energy should prioritize quantum as a strategic R&D differentiator.
- Readiness trails ambition: While 56% of UK companies are piloting quantum, only 13% have gone live at scale, partly due to rising execution complexity. Executives must reassess readiness metrics and align internal capabilities with deployment expectations.
- Regional gaps impact execution speed: Confidence in quantum leadership is high in the UK (88%) and US (82%) but much lower in the EU (51%). Multi-market leaders should align quantum initiatives with regions offering superior infrastructure, talent, and policy support.
- Cautious budgets despite aggressive timelines: While over 80% expect quantum performance gains within a decade, 46% anticipate flat budgets in 2026. Decision-makers should tie investment to high-probability use cases and prepare for selective scaling, not across-the-board spending.
