Archive for the ‘Quantum Computing’ Category

The Faultline Between Futurists and Traditionalists in National Security – War on the Rocks

Its been boom times for national security and technology futurists. The dozens of articles on AI in War on the Rocks over the past few years are the tip of the iceberg. In the book market, P.W. Singer and his co-authors have published numerous titles on national security and modern technologies: robotics, cybersecurity, social media, and AI. Georgetown Universitys new national security research institute, the Center for Security and Emerging Technologies, not only honored the times with its apt name but also placed AI at the top of its research agenda. Researcher Elsa Kanias writings (see her reports on the Battlefield Singularity or Quantum Hegemony?) have also helped to make the futurist discourse prominent, to give one example. Most importantly, the leaders and thinkers of this futurist camp have built a consensus that victory in great-power competition, especially between China and the United States, depends upon technological dominance and the mastery of emerging technologies.

National security and technology traditionalists, on the other hand, believe that the futurists misunderstand the purpose and sources of American power. In their view, the fundamental goals of American power relate to security, prosperity, and politics, and technological dominance is simply one means to these ends. Furthermore, traditionalists hold that the implications of emerging technologies have been overstated and that these nascent capabilities should be only one part of a broader national security and technology portfolio. For instance, a reader influenced by Stephen Biddles research on the relationship between technology and military power would have to strain to believe that that AI will transform the way Americas military safeguards our nations.

Both sides can agree on at least this though: This disagreement is not an intellectual exercise. It is better thought of as an intellectual faultline across which the push and pull of the tectonic debate will guide the attention and future decisions of senior leaders in the military, intelligence, and homeland security agencies. Leaders and their advisers will need to navigate the claims and counterclaims of these camps, and this piece is meant to serve as a high-level map but not a compass for these parties. This article explains each camps claims and perspective, and suggests broad methods for leaders to find balance and avoid an exclusive focus on either worldview. Without a map of this kind, senior leaders and analysts will govern over an unproductive debate between futurists and traditionalists in which scarce dollars are spent without the benefits of civil discourse.

The Futurists

Based on their reading of the technological trends, futurists worry that America is at risk of losing the emerging great-power competition with China, which they assert is based on technological advantage, itself underpinned by emerging technology. Technological dominance, argue the futurists, will ensure Americas ability to achieve all, or at least many, other strategic goals.

Great-Power Competition 2.0

A recent Council on Foreign Relations task force on Innovation and National Security enjoins the United States to once again make technological preeminence a national goal. The task forces report contends that if America succeeds in accomplishing that goal, the United States will continue to enjoy economic, strategic, and military advantages over potential rivals and would-be challengers. A recent Center for New American Security report also channels the futurists when it argues that the United States will steadily lose ground in the contest with China to ascend the commanding technological heights of the 21st century unless it nurtures an alliance innovation base. Thinkers in this camp tend to de-emphasize war and conflict and instead see nontraditional threats from new technologies misinformation fueled by Chinese and Russian bots or intelligence advantage gained by Chinese 5G networks and technology-enabled opportunities.

Emerging Technology

Futurists frequently advocate for investment in a fourth industrial revolution that includes AI, robotics, quantum computing, 5G networks, 3D printing, virtual reality, synthetic biology, and other technological domains. Thinkers like T.X. Hammes and P.W. Singer have come to define this emphasis on emerging technologies. Futurists often believe that innovation in the modern era arises from commercial firms competing in a consumer market, not from yesteryears capital-intensive, military-focused industrial titans. Should the United States not invest in these technologies (a dangerous possibility because of organizational inertia), it could find itself losing the global race to technological superiority.

Prediction Based on Technological Writings

Futurists often cite technological writings drawn from scientific and business literatures. A reader is likely to find references to arXiv, an online repository for scientific articles, and to magazines and news sites such as Wired, Science, and Ars Technica. This choice of sources reflects a worldview that emphasizes the rapidity of technological change, the belief in the possibility of revolutionary technology, and the potential for discontinuities that is, massive, non-linear shifts. These strategists therefore tend to rely on disciplined forecasts and prediction based on technological trends. Of note, some in this camp also champion science fiction as a vehicle for anticipating and preparing for the future.

The Traditionalists

Traditionalists view the futurists as zombie banner carriers for a mix of 1990s Revolution in Military Affairs thinking and the technological utopianism of Silicon Valley. These thinkers believe that the traditional goals of international politics endure, that the transformative aspects of emerging technologies have been overstated, and that the work of historians and social scientists makes these facts clear.

International Politics 1.0

To traditionalists, the trinity of security, prosperity, and freedom not technological dominance continue to be essential goals of American statecraft. In contrast to the futurists, the traditionalists also believe that war (or, more precisely, the threat or employment of military force) is still central to international politics. Leaders still want to achieve deterrence preventing adversaries from challenging the status quo or effect tangible battlefield outcomes such as taking and holding territory or killing or capturing a human enemy. Of course, interstate war has become an increasingly rare event, but American military preponderance, as noted by past RAND research, may itself be the cause of this decrease in conventional war. A traditionalist might also argue that preparing for war, including nuclear war, is the best way to keep war at bay.

The Limits of Emerging Technology

The traditionalists argue that the utility of emerging technologies for international competition and their importance to military superiority have been exaggerated. In this vein, Michael Mazaar and his RAND colleagues assessed recent Russian and Chinese information warfare activities and found little conclusive evidence about the actual impact of hostile social manipulation to date. This finding should surprise those strategists who believe that the internet and social media have transformed international politics and created an age of virulent state-sponsored disinformation. Academics Nadiya Kostyuk and Yuri Zhukov similarly find that cyber weapons perhaps the emerging technology par excellence have had a surprisingly small effect on battlefield events in Ukraine and Syria. A recent article by political scientist Jon Lindsay even takes aim at the supposedly revolutionary implications of quantum computers for signals intelligence and argues that the effect will be less than decisive given the organizational difficulties of implementing robust cryptosystems. Instead, writers such as David Ochmanek and Elbridge Colby and Stephen Biddle emphasize more traditional military technologies and rigorous training in the modern system of war, respectively, as keys to American military advantage.

Understanding Based on History

This different worldview has its origins in a disagreement over the best way to understand the future. Traditionalists look to the past, employing the tools of a historian or a social scientist. Its no coincidence that the sources in this section tend towards the empirically rich study of the past with a focus on politics and organizations. Furthermore, skeptics avoid information sources such as Wired or Ars Technica that fixate on the latest gadgets and gizmos, preferring instead to wait for when these widgets have been put to the test of battle.

Navigating the Futurist-Traditionalist Faultline

First, senior national security leaders making technology-related decisions ought to ask questions that force futurists and traditionalists to confront their conflicting assumptions. Is achieving technological supremacy essential or even sufficient for achieving other important foreign policy goals? What is the contribution of emerging technologies versus traditional technologies for achieving broad geostrategic goals? What methods and evidence should the two sides of the debate use?

Otherwise, national security and technology thinkers will simply strawman or ignore each other. For instance, one recent writer, who might be placed in loose agreement with some of the traditionalist arguments, claims that Project Maven, a Pentagon AI initiative, aims to take the guesswork out of the future by sucking in every email, camera feed, broadcast signal, data transmission everything from everywhere to know what the world is doing, with the omniscience of a god. He labels the effort hubris. Our own reading of public coverage suggests that Project Maven actually intends to apply computer vision to overhead imagery. To us, this is a clear example of traditionalist thinking gone too far his criticism, if taken seriously, would damn a range of current security-related AI experiments.

Second, leaders should acquire information not in the sense of buying large datasets, but in terms of the full exploration of new technology, as described by Tom McNaughers Top Gun-era classic New Weapons, Old Politics. In other words, leaders should not drown out the disagreement but should let the two sides engage in high-stakes debate: There should be technology pilots, exploratory research, experiments, and wargames to better understand the opportunities, limits, and risks of new technologies. Towards that end, the national security establishment needs technology feedback channels to complement the growing number of acquisition channels. The Joint Artificial Intelligence Centers recent open job postings for machine learning test and evaluation engineers indicates that it agrees.

Third, researchers ought to create methodological tools that will generate scientific evidence that both sides will find compelling. For instance, one promising avenue includes synthetic history research methodologies. These are methods that simulate military and foreign policy decision-making environments and use human actors, not models, as decision-making agents. For instance, Erik Lin-Greenberg employs wargames to study the effect of using unmanned technologies on crisis escalation, finding that the use of unmanned aircraft might actually lead to less escalation during future crises. One of us has done past research that uses a scenario-based survey of foreign policy elites to study nuclear weapons and conventional escalation in a hypothetical war between the United States and China. Futurists can use synthetic history to study untried technologies and traditionalists can appreciate the systematic evidence such methods create.

Fourth, schools of public policy or international relations and engineering programs will need to move onto each others turf to train a generation of public-interest technologists. This idea, popularized in part by cryptographer and information security thinker Bruce Schneier, is not just more software engineers working for the government, though that would likely be beneficial. Schneier defines public-interest technologists as people who combine their technological expertise with a public-interest focus. Its a call to revamp education by training a cadre of civic-minded persons with hands-on technical experience, a broad understanding of technology, a commitment to asking and answering questions of societal importance, and a keen appreciation for the institutions of modern government. Some schools have already embraced this trend. Its public-interest technologists who can help future leaders navigate this divide.

This faultline between traditionalists and futurists, which is often obscured from view, deserves more focused attention and further debate. Imagine a future episode of Intelligence Squared, the popular debate series, in which participants discuss this motion: Emerging technologies are the key to 21st century power. Eric Schmidt former executive chairman of Alphabet, current chairman of the Department of Defense Innovation Board, and outspoken advocate of innovation in the Defense Department or other commissioners on the National Security Commission on Artificial Intelligence could publicly debate this topic with futurists and traditionalists alike. The aftershocks of such a debate might be felt for many years to come.

John Speed Meyers holds a Ph.D. in policy analysis from the Pardee RAND Graduate School at which he wrote a traditionalist-leaning dissertation on U.S. military strategy towards China. David Jackson served as an officer in the United States Marine Corps and is a graduate of the Johns Hopkins School of Advanced International Studies. Their opinions are theirs and theirs alone.

Image: U.S. government photo

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The Faultline Between Futurists and Traditionalists in National Security - War on the Rocks

Surprising Discovery of Unexpected Quantum Behavior in Insulators Suggests Existence of Entirely New Type of Particle – SciTechDaily

In a surprising discovery, Princeton physicists have observed an unexpected quantum behavior in an insulator made from a material called tungsten ditelluride. This phenomenon, known as quantum oscillation, is typically observed in metals rather than insulators, and its discovery offers new insights into our understanding of the quantum world. The findings also hint at the existence of an entirely new type of quantum particle.

The discovery challenges a long-held distinction between metals and insulators, because in the established quantum theory of materials, insulators were not thought to be able to experience quantum oscillations.

If our interpretations are correct, we are seeing a fundamentally new form of quantum matter, said Sanfeng Wu, assistant professor of physics at Princeton University and the senior author of a recent paper in Nature detailing this new discovery. We are now imagining a wholly new quantum world hidden in insulators. Its possible that we simply missed identifying them over the last several decades.

The observation of quantum oscillations has long been considered a hallmark of the difference between metals and insulators. In metals, electrons are highly mobile, and resistivity the resistance to electrical conduction is weak. Nearly a century ago, researchers observed that a magnetic field, coupled with very low temperatures, can cause electrons to shift from a classical state to a quantum state, causing oscillations in the metals resistivity. In insulators, by contrast, electrons cannot move and the materials have very high resistivity, so quantum oscillations of this sort are not expected to occur, no matter the strength of magnetic field applied.

The discovery was made when the researchers were studying a material called tungsten ditelluride, which they made into a two-dimensional material. They prepared the material by using standard scotch tape to increasingly exfoliate, or shave, the layers down to what is called a monolayer a single atom-thin layer. Thick tungsten ditelluride behaves like a metal. But once it is converted to a monolayer, it becomes a very strong insulator.

This material has a lot of special quantum properties, Wu said.

The researchers then set about measuring the resistivity of the monolayer tungsten ditelluride under magnetic fields. To their surprise, the resistivity of the insulator, despite being quite large, began to oscillate as the magnetic field was increased, indicating the shift into a quantum state. In effect, the material a very strong insulator was exhibiting the most remarkable quantum property of a metal.

This came as a complete surprise, Wu said. We asked ourselves, Whats going on here? We dont fully understand it yet.

Wu noted that there are no current theories to explain this phenomenon.

Nonetheless, Wu and his colleagues have put forward a provocative hypothesis a form of quantum matter that is neutrally charged. Because of very strong interactions, the electrons are organizing themselves to produce this new kind of quantum matter, Wu said.

But it is ultimately no longer the electrons that are oscillating, said Wu. Instead, the researchers believe that new particles, which they have dubbed neutral fermions, are born out of these strongly interacting electrons and are responsible for creating this highly remarkable quantum effect.

Fermions are a category of quantum particles that include electrons. In quantum materials, charged fermions can be negatively charged electrons or positively charged holes that are responsible for the electrical conduction. Namely, if the material is an electrical insulator, these charged fermions cant move freely. However, particles that are neutral that is, neither negatively nor positively charged are theoretically possible to be present and mobile in an insulator.

Our experimental results conflict with all existing theories based on charged fermions, said Pengjie Wang, co-first author on the paper and postdoctoral research associate, but could be explained in the presence of charge-neutral fermions.

The Princeton team plans further investigation into the quantum properties of tungsten ditelluride. They are particularly interested in discovering whether their hypothesis about the existence of a new quantum particle is valid.

This is only the starting point, Wu said. If were correct, future researchers will find other insulators with this surprising quantum property.

Despite the newness of the research and the tentative interpretation of the results, Wu speculated about how this phenomenon could be put to practical use.

Its possible that neutral fermions could be used in the future for encoding information that would be useful in quantum computing, he said. In the meantime, though, were still in the very early stages of understanding quantum phenomena like this, so fundamental discoveries have to be made.

Reference: Landau quantization and highly mobile fermions in an insulator by Pengjie Wang, Guo Yu, Yanyu Jia, Michael Onyszczak, F. Alexandre Cevallos, Shiming Lei, Sebastian Klemenz, Kenji Watanabe, Takashi Taniguchi, Robert J. Cava, Leslie M. Schoop and Sanfeng Wu, Nature.DOI: 10.1038/s41586-020-03084-9

In addition to Wu and Wang, the team included co-first authors Guo Yu, a graduate student in electrical engineering, and Yanyu Jia, a graduate student in physics. Other key Princeton contributors were Leslie Schoop, assistant professor of chemistry; Robert Cava, the Russell Wellman Moore Professor of Chemistry; Michael Onyszczak, a physics graduate student; and three former postdoctoral research associates: Shiming Lei, Sebastian Klemenz and F. Alexandre Cevallos, who is also a 2018 Princeton Ph.D. alumnus. Kenji Watanabe and Takashi Taniguchi of the National Institute for Material Science in Japan also contributed.

Landau quantization and highly mobile fermions in an insulator, by Pengjie Wang, Guo Yu, Yanyu Jia, Michael Onyszczak, F. Alexandre Cevallos, Shiming Lei, Sebastian Klemenz, Kenji Watanabe, Takashi Taniguchi, Robert J. Cava, Leslie M. Schoop, and Sanfeng Wu, was published Jan. 4 in the journal Nature (DOI: 10.1038/s41586-020-03084-9).

This work was primarily supported by the National Science Foundation (NSF) through the Princeton University Materials Research Science and Engineering Center (DMR-1420541 and DMR-2011750) and a CAREER award (DMR-1942942). Early measurements were performed at the National High Magnetic Field Laboratory, which is supported by an NSF Cooperative Agreement (DMR-1644779), and the State of Florida. Additional support came from the Elemental Strategy Initiative conducted by the Ministry of Education, Culture, Sports, Science and Technology of Japan (JPMXP0112101001), the Japan Society for the Promotion of Sciences KAKENHI program (JP20H00354) and the Japan Science and Technology Agencys CREST program (JPMJCR15F3). Further support came from the U.S. Army Research Office Multidisciplinary University Research Initiative on Topological Insulators (W911NF1210461), the Arnold and Mabel Beckman Foundation through a Beckman Young Investigator grant, and the Gordon and Betty Moore Foundation (GBMF9064).

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Surprising Discovery of Unexpected Quantum Behavior in Insulators Suggests Existence of Entirely New Type of Particle - SciTechDaily

Enterprise Quantum Computing Market: Industry In Depth Research, Advancements, Statistics, Facts and Figures by Forecast 2021-2027 – Jumbo News

LOS ANGELES, United States: QY Research has recently published a research report titled, Global Enterprise Quantum Computing Market Size, Status and Forecast 2021-2027. This report has been prepared by experienced and knowledgeable market analysts and researchers. It is a phenomenal compilation of important studies that explore the competitive landscape, segmentation, geographical expansion, and revenue, production, and consumption growth of the global Enterprise Quantum Computing market. Players can use the accurate market facts and figures and statistical studies provided in the report to understand the current and future growth of the global Enterprise Quantum Computing market.

The report includes CAGR, market shares, sales, gross margin, value, volume, and other vital market figures that give an exact picture of the growth of the global Enterprise Quantum Computing market.

Competitive Landscape

Competitor analysis is one of the best sections of the report that compares the progress of leading players based on crucial parameters, including market share, new developments, global reach, local competition, price, and production. From the nature of competition to future changes in the vendor landscape, the report provides in-depth analysis of the competition in the global Enterprise Quantum Computing market.

Key questions answered in the report:

TOC

1 Report Overview1.1 Study Scope1.2 Market Analysis by Type1.2.1 Global Enterprise Quantum Computing Market Size Growth Rate by Type: 2016 VS 2021 VS 20271.2.2 Software1.2.3 Service1.2.4 Hardware1.3 Market by Application1.3.1 Global Enterprise Quantum Computing Market Share by Application: 2016 VS 2021 VS 20271.3.2 Automation1.3.3 Data Analytics1.3.4 Optimization1.4 Study Objectives1.5 Years Considered 2 Global Growth Trends2.1 Global Enterprise Quantum Computing Market Perspective (2016-2027)2.2 Enterprise Quantum Computing Growth Trends by Regions2.2.1 Enterprise Quantum Computing Market Size by Regions: 2016 VS 2021 VS 20272.2.2 Enterprise Quantum Computing Historic Market Share by Regions (2016-2021)2.2.3 Enterprise Quantum Computing Forecasted Market Size by Regions (2022-2027)2.3 Enterprise Quantum Computing Industry Dynamic2.3.1 Enterprise Quantum Computing Market Trends2.3.2 Enterprise Quantum Computing Market Drivers2.3.3 Enterprise Quantum Computing Market Challenges2.3.4 Enterprise Quantum Computing Market Restraints 3 Competition Landscape by Key Players3.1 Global Top Enterprise Quantum Computing Players by Revenue3.1.1 Global Top Enterprise Quantum Computing Players by Revenue (2016-2021)3.1.2 Global Enterprise Quantum Computing Revenue Market Share by Players (2016-2021)3.2 Global Enterprise Quantum Computing Market Share by Company Type (Tier 1, Tier 2 and Tier 3)3.3 Players Covered: Ranking by Enterprise Quantum Computing Revenue3.4 Global Enterprise Quantum Computing Market Concentration Ratio3.4.1 Global Enterprise Quantum Computing Market Concentration Ratio (CR5 and HHI)3.4.2 Global Top 10 and Top 5 Companies by Enterprise Quantum Computing Revenue in 20203.5 Enterprise Quantum Computing Key Players Head office and Area Served3.6 Key Players Enterprise Quantum Computing Product Solution and Service3.7 Date of Enter into Enterprise Quantum Computing Market3.8 Mergers & Acquisitions, Expansion Plans 4 Enterprise Quantum Computing Breakdown Data by Type4.1 Global Enterprise Quantum Computing Historic Market Size by Type (2016-2021)4.2 Global Enterprise Quantum Computing Forecasted Market Size by Type (2022-2027) 5 Enterprise Quantum Computing Breakdown Data by Application5.1 Global Enterprise Quantum Computing Historic Market Size by Application (2016-2021)5.2 Global Enterprise Quantum Computing Forecasted Market Size by Application (2022-2027) 6 North America6.1 North America Enterprise Quantum Computing Market Size (2016-2027)6.2 North America Enterprise Quantum Computing Market Size by Type6.2.1 North America Enterprise Quantum Computing Market Size by Type (2016-2021)6.2.2 North America Enterprise Quantum Computing Market Size by Type (2022-2027)6.2.3 North America Enterprise Quantum Computing Market Size by Type (2016-2027)6.3 North America Enterprise Quantum Computing Market Size by Application6.3.1 North America Enterprise Quantum Computing Market Size by Application (2016-2021)6.3.2 North America Enterprise Quantum Computing Market Size by Application (2022-2027)6.3.3 North America Enterprise Quantum Computing Market Size by Application (2016-2027)6.4 North America Enterprise Quantum Computing Market Size by Country6.4.1 North America Enterprise Quantum Computing Market Size by Country (2016-2021)6.4.2 North America Enterprise Quantum Computing Market Size by Country (2022-2027)6.4.3 United States6.4.3 Canada 7 Europe7.1 Europe Enterprise Quantum Computing Market Size (2016-2027)7.2 Europe Enterprise Quantum Computing Market Size by Type7.2.1 Europe Enterprise Quantum Computing Market Size by Type (2016-2021)7.2.2 Europe Enterprise Quantum Computing Market Size by Type (2022-2027)7.2.3 Europe Enterprise Quantum Computing Market Size by Type (2016-2027)7.3 Europe Enterprise Quantum Computing Market Size by Application7.3.1 Europe Enterprise Quantum Computing Market Size by Application (2016-2021)7.3.2 Europe Enterprise Quantum Computing Market Size by Application (2022-2027)7.3.3 Europe Enterprise Quantum Computing Market Size by Application (2016-2027)7.4 Europe Enterprise Quantum Computing Market Size by Country7.4.1 Europe Enterprise Quantum Computing Market Size by Country (2016-2021)7.4.2 Europe Enterprise Quantum Computing Market Size by Country (2022-2027)7.4.3 Germany7.4.4 France7.4.5 U.K.7.4.6 Italy7.4.7 Russia7.4.8 Nordic 8 Asia-Pacific8.1 Asia-Pacific Enterprise Quantum Computing Market Size (2016-2027)8.2 Asia-Pacific Enterprise Quantum Computing Market Size by Type8.2.1 Asia-Pacific Enterprise Quantum Computing Market Size by Type (2016-2021)8.2.2 Asia-Pacific Enterprise Quantum Computing Market Size by Type (2022-2027)8.2.3 Asia-Pacific Enterprise Quantum Computing Market Size by Type (2016-2027)8.3 Asia-Pacific Enterprise Quantum Computing Market Size by Application8.3.1 Asia-Pacific Enterprise Quantum Computing Market Size by Application (2016-2021)8.3.2 Asia-Pacific Enterprise Quantum Computing Market Size by Application (2022-2027)8.3.3 Asia-Pacific Enterprise Quantum Computing Market Size by Application (2016-2027)8.4 Asia-Pacific Enterprise Quantum Computing Market Size by Region8.4.1 Asia-Pacific Enterprise Quantum Computing Market Size by Region (2016-2021)8.4.2 Asia-Pacific Enterprise Quantum Computing Market Size by Region (2022-2027)8.4.3 China8.4.4 Japan8.4.5 South Korea8.4.6 Southeast Asia8.4.7 India8.4.8 Australia 9 Latin America9.1 Latin America Enterprise Quantum Computing Market Size (2016-2027)9.2 Latin America Enterprise Quantum Computing Market Size by Type9.2.1 Latin America Enterprise Quantum Computing Market Size by Type (2016-2021)9.2.2 Latin America Enterprise Quantum Computing Market Size by Type (2022-2027)9.2.3 Latin America Enterprise Quantum Computing Market Size by Type (2016-2027)9.3 Latin America Enterprise Quantum Computing Market Size by Application9.3.1 Latin America Enterprise Quantum Computing Market Size by Application (2016-2021)9.3.2 Latin America Enterprise Quantum Computing Market Size by Application (2022-2027)9.3.3 Latin America Enterprise Quantum Computing Market Size by Application (2016-2027)9.4 Latin America Enterprise Quantum Computing Market Size by Country9.4.1 Latin America Enterprise Quantum Computing Market Size by Country (2016-2021)9.4.2 Latin America Enterprise Quantum Computing Market Size by Country (2022-2027)9.4.3 Mexico9.4.4 Brazil 10 Middle East & Africa10.1 Middle East & Africa Enterprise Quantum Computing Market Size (2016-2027)10.2 Middle East & Africa Enterprise Quantum Computing Market Size by Type10.2.1 Middle East & Africa Enterprise Quantum Computing Market Size by Type (2016-2021)10.2.2 Middle East & Africa Enterprise Quantum Computing Market Size by Type (2022-2027)10.2.3 Middle East & Africa Enterprise Quantum Computing Market Size by Type (2016-2027)10.3 Middle East & Africa Enterprise Quantum Computing Market Size by Application10.3.1 Middle East & Africa Enterprise Quantum Computing Market Size by Application (2016-2021)10.3.2 Middle East & Africa Enterprise Quantum Computing Market Size by Application (2022-2027)10.3.3 Middle East & Africa Enterprise Quantum Computing Market Size by Application (2016-2027)10.4 Middle East & Africa Enterprise Quantum Computing Market Size by Country10.4.1 Middle East & Africa Enterprise Quantum Computing Market Size by Country (2016-2021)10.4.2 Middle East & Africa Enterprise Quantum Computing Market Size by Country (2022-2027)10.4.3 Turkey10.4.4 Saudi Arabia10.4.5 UAE 11 Key Players Profiles11.1 QRA Corp11.1.1 QRA Corp Company Details11.1.2 QRA Corp Business Overview11.1.3 QRA Corp Enterprise Quantum Computing Introduction11.1.4 QRA Corp Revenue in Enterprise Quantum Computing Business (2016-2021)11.1.5 QRA Corp Recent Development11.2 Intel Corporation11.2.1 Intel Corporation Company Details11.2.2 Intel Corporation Business Overview11.2.3 Intel Corporation Enterprise Quantum Computing Introduction11.2.4 Intel Corporation Revenue in Enterprise Quantum Computing Business (2016-2021)11.2.5 Intel Corporation Recent Development11.3 D-Wave Systems Inc11.3.1 D-Wave Systems Inc Company Details11.3.2 D-Wave Systems Inc Business Overview11.3.3 D-Wave Systems Inc Enterprise Quantum Computing Introduction11.3.4 D-Wave Systems Inc Revenue in Enterprise Quantum Computing Business (2016-2021)11.3.5 D-Wave Systems Inc Recent Development11.4 Cambridge Quantum11.4.1 Cambridge Quantum Company Details11.4.2 Cambridge Quantum Business Overview11.4.3 Cambridge Quantum Enterprise Quantum Computing Introduction11.4.4 Cambridge Quantum Revenue in Enterprise Quantum Computing Business (2016-2021)11.4.5 Cambridge Quantum Recent Development11.5 Computing Ltd11.5.1 Computing Ltd Company Details11.5.2 Computing Ltd Business Overview11.5.3 Computing Ltd Enterprise Quantum Computing Introduction11.5.4 Computing Ltd Revenue in Enterprise Quantum Computing Business (2016-2021)11.5.5 Computing Ltd Recent Development11.6 QC Ware Corp.11.6.1 QC Ware Corp. Company Details11.6.2 QC Ware Corp. Business Overview11.6.3 QC Ware Corp. Enterprise Quantum Computing Introduction11.6.4 QC Ware Corp. Revenue in Enterprise Quantum Computing Business (2016-2021)11.6.5 QC Ware Corp. Recent Development11.7 QxBranch, Inc.11.7.1 QxBranch, Inc. Company Details11.7.2 QxBranch, Inc. Business Overview11.7.3 QxBranch, Inc. Enterprise Quantum Computing Introduction11.7.4 QxBranch, Inc. Revenue in Enterprise Quantum Computing Business (2016-2021)11.7.5 QxBranch, Inc. Recent Development11.8 Rigetti & Co, Inc.11.8.1 Rigetti & Co, Inc. Company Details11.8.2 Rigetti & Co, Inc. Business Overview11.8.3 Rigetti & Co, Inc. Enterprise Quantum Computing Introduction11.8.4 Rigetti & Co, Inc. Revenue in Enterprise Quantum Computing Business (2016-2021)11.8.5 Rigetti & Co, Inc. Recent Development11.9 IBM Corporation11.9.1 IBM Corporation Company Details11.9.2 IBM Corporation Business Overview11.9.3 IBM Corporation Enterprise Quantum Computing Introduction11.9.4 IBM Corporation Revenue in Enterprise Quantum Computing Business (2016-2021)11.9.5 IBM Corporation Recent Development11.10 Google LLC11.10.1 Google LLC Company Details11.10.2 Google LLC Business Overview11.10.3 Google LLC Enterprise Quantum Computing Introduction11.10.4 Google LLC Revenue in Enterprise Quantum Computing Business (2016-2021)11.10.5 Google LLC Recent Development11.11 Quantum Circuits, Inc.11.11.1 Quantum Circuits, Inc. Company Details11.11.2 Quantum Circuits, Inc. Business Overview11.11.3 Quantum Circuits, Inc. Enterprise Quantum Computing Introduction11.11.4 Quantum Circuits, Inc. Revenue in Enterprise Quantum Computing Business (2016-2021)11.11.5 Quantum Circuits, Inc. Recent Development11.12 Microsoft Corporation11.12.1 Microsoft Corporation Company Details11.12.2 Microsoft Corporation Business Overview11.12.3 Microsoft Corporation Enterprise Quantum Computing Introduction11.12.4 Microsoft Corporation Revenue in Enterprise Quantum Computing Business (2016-2021)11.12.5 Microsoft Corporation Recent Development11.13 Cisco Systems11.13.1 Cisco Systems Company Details11.13.2 Cisco Systems Business Overview11.13.3 Cisco Systems Enterprise Quantum Computing Introduction11.13.4 Cisco Systems Revenue in Enterprise Quantum Computing Business (2016-2021)11.13.5 Cisco Systems Recent Development11.14 Atos SE11.14.1 Atos SE Company Details11.14.2 Atos SE Business Overview11.14.3 Atos SE Enterprise Quantum Computing Introduction11.14.4 Atos SE Revenue in Enterprise Quantum Computing Business (2016-2021)11.14.5 Atos SE Recent Development 12 Analysts Viewpoints/Conclusions 13 Appendix13.1 Research Methodology13.1.1 Methodology/Research Approach13.1.2 Data Source13.2 Disclaimer13.3 Author Details

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Enterprise Quantum Computing Market: Industry In Depth Research, Advancements, Statistics, Facts and Figures by Forecast 2021-2027 - Jumbo News

Quantum Computing Technologies Market, Share, Application Analysis, Regional Outlook, Competitive Strategies & Forecast up to 2025 – AlgosOnline

Market Study Report, LLC, has added a detailed study on the Quantum Computing Technologies market which provides a brief summary of the growth trends influencing the market. The report also includes significant insights pertaining to the profitability graph, market share, regional proliferation and SWOT analysis of this business vertical. The report further illustrates the status of key players in the competitive setting of the Quantum Computing Technologies market, while expanding on their corporate strategies and product offerings.

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According to the study, the industry is predicted to witness a CAGR of XX% over the forecast timeframe (2020-2025) and is anticipated to gain significant returns by the end of study period.

COVID-19 outbreak has caused ups and downs in industries, introducing uncertainties in the business space. Along with the immediate short-term impact of the pandemic, some industries are estimated to face the challenges on a long-term basis.

Most of the businesses across various industries are taking measures to cater the uncertainty and have revisited their budget to draft a roadmap for profit making in the coming years. The report helps companies operating in this particular business vertical to prepare a robust contingency plan taking into consideration all notable aspects.

Key inclusions of the Quantum Computing Technologies market report:

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Quantum Computing Technologies Market segments covered in the report:

Regional segmentation: North America, Europe, Asia-Pacific, South America, Middle East and Africa

Product types:

Applications spectrum:

Competitive outlook:

For More Details On this Report: https://www.marketstudyreport.com/reports/global-quantum-computing-technologies-market-2020-by-company-regions-type-and-application-forecast-to-2025

Some of the Major Highlights of TOC covers:

Chapter 1: Methodology & Scope

Definition and forecast parameters

Methodology and forecast parameters

Data Sources

Chapter 2: Executive Summary

Business trends

Regional trends

Product trends

End-use trends

Chapter 3: Quantum Computing Technologies Industry Insights

Industry segmentation

Industry landscape

Vendor matrix

Technological and innovation landscape

Chapter 4: Quantum Computing Technologies Market, By Region

Chapter 5: Company Profile

Business Overview

Financial Data

Product Landscape

Strategic Outlook

SWOT Analysis

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Collaboration is the Future – Mediate.com

Lawyers love conflict. They thrive on it. If anyone can coexist with conflict, its a lawyer.

At least thats how most people think of lawyers. In reality, the opposite is more often true. The only people who love conflict might be candidates for the therapists couch. Most of us, especially lawyers, are averse to it.

The lawyer turned clinical psychologist, Larry Richard, has given personality assessments to over 5,000 lawyers over 20 years. As a tribe lawyers are disproportionately low in the personality traits of resilience and sociability. Resilience is the mark of emotional intelligence that allows one to accept failure, rejection and loss. Were not so good at that it turns out.

That may be, but what does that have to do with the economics of a successful legal practice or law department? It might surprise a few of us who subscribe to the zealous advocacy theory of legal practice that collaboration is more economically sustainable than exclusive competition.

Hold this thought in mind: in 2017 $10 billion in legal services revenue went from the BigLaw vault into the pockets of alternative legal service providers that are not law firms.

Why? Our conflict aversion is our greatest enemy in the Exponential Age of digital data, artificial intelligence and blockchain technologies. Doing better, faster and cheaper is the mantra of the collaborative economy. The legal business model that has worked extremely well in the competitive economy is on the verge of collapse, though that claim may seem a bit grandioseeven for a lawyer. But lets examine the evidence.

Unresolved Conflict in Workplaces is Expensive

Howatt HR Consulting provides a conflict cost calculator to gauge the cost of unresolved conflict in law firms and legal departments. I recently ran my calculator from the perspective of the most conflict-rich workplace I remember being a part of. It only cost $100,000 per year in lost productivity, absenteeism, health-care claims, turnover and other profit-destroying contributors. That is simply the impact of one person in that workplace! Howatt points out that the Canadian economy suffers a loss of over $16 billion each year due to unresolved conflict in the nations workplaces.

Its customarily calculated that the cost of an employees turnoverthrough termination or voluntary departure, then replacementcosts 120 percent of that employees annual compensation. For a $55,000-a-year paralegal, the cost of losing him or her is $66,000. Lost productivity, training and bringing a replacement to the same level of performance as a predecessor is not cheap.

At the British Legal Technology Forum 2018, Kevin Gold, a Mishcon de Reya managing partner, stated in a plenary session that the firm had calculated the costs of bringing a new young attorney to the point of return on investment; it was 250,000, or roughly $340,000.

I have listened as partners proudly describe the economic brilliance of their firms leverage model in terms such as, We have one associate make partner for every eight associates we hire. Theyre expendable. If they cant figure out how to succeed in our business model, we dont need them. There are more waiting for the empty chair. But losing seven associates to every one who makes partner is a very expensive proposition. Most associates who arent going to make partner are gone, voluntarily or otherwise, before they achieve third-year status.

According to Gold, the young lawyers at Mishcon de Reya become revenue-neutral somewhere close to their third year. Under the business model in my partner-friends firm, the firm loses about $2.5 million for every successful associate. Adjust the variables however you wish and the loss of treating associate attorneys as fungible is economically foolhardy, if not disastrous.

Similarly, the numerous accounts and studies of lateral attorney hires reflect how rarely the transition is economically beneficial for the firm. The laterally hired partner usually makes out like a bandit, but the firm often breaks even at best. More often the transaction is a loss leader. It may be worth the headlines, but the price borne by the bottom line can be less than rosy.

Of course, the law is one of the only professions that prohibits noncompete agreements with lawyers. A high-value executive can be bound by non-competes, but not lawyers. As a former firm executive committee member, we often said that a law firm is the only business that allows its inventory to walk out the door each night. If the lawyer doesnt return the next day, neither do their clients in most cases. When negotiating with a lateral attorney, the deal is usually cut on the basis of the attorneys portable business.

Whats the cause of all this lost revenue and profit? Unresolved conflict is usually the culprit. Perhaps its the associate who isnt popular enough with the firms power brokers and influencers to be worth the effort to resource, train, develop and treat as the resource Mishcon de Reya recognizes him or her to be. Or partners at odds with each over origination credits in the last compensation wars are more likely to engage in passive-aggressive behavior than have a conversation intended to reach agreement over a proper allocation of credit.

Admit it, you know its true. After 40 years of legal practice, Ive witnessed more unresolved conflict in law firms and legal departments than in prisons. Prisoners just take it outside. Lawyers demonstrate what we call Nashville Nice around these parts. You learn how to smile to their faces and then stab them in the back with a politically correct criticism in the Nashville fashion: Oh, shes a nice person, and I would never say anything bad about her, bless her heart. Thats conflict aversion.

Frankly, its more than an economic problem. Its a societal, emotional and health problem. Lawyer addiction, suicide and relational dysfunction exceed the general norm by a large margin. That, too, is an economic scourge.

The statistics cannot be questioned. Gender diversity in law school is far superior to that in law firms, legal departments, firm management committees, partnerships and the executive suite. Racial diversity doesnt even begin to reflect the population. The steady reduction in diversity as the organizational level of power and status increases is an indictment on our entire profession. What are the economic costs? The answer is simply unimaginableand totally unacceptable.

Thriving in the Collaborative Economy

We all remember the 1L experience when the most intimidating professor in our assigned classes made the recurrent sobering remark: Look to your right, look to the left . . . . Thus began our steady march into the competitive mindset of thinking like a lawyer. Unfortunately, for those of us wired that way, this culture of competition fed all our worst instincts. For others it was soul destroying. Richard, the lawyer turned clinical therapist, indicates thats the reason he became a psychologist.

While the law has perfected radical competitiveness, the rest of the business world is becoming radically collaborative. This transformative transition is due to the inevitability of digital power and pace. For a full exploration of the exponential nature of the Digital Age and its impact on commerce and culture, read The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies, by Erik Brynjolfsson and Andrew McAfee. The authors brilliantly compare the attributes of the first half of the Machine Agefrom the steam engine up to 2006to the second half. The first was competitive leading to scarcity. The second, also known as the Exponential Age, is collaborative leading to abundance.

A recent visit to Silicon Valley revealed how cooperative business has become. I spoke with a software engineer working for Dell who supervises a software development team. Nothing abnormal about that. However, he manages a team whose members change every day on projects that change every day. A Dell engineer manages a team that one day might consist of developers from Microsoft, SAP, Google, Apple and others. They are working on open-source software that builds open-source softwarefor the benefit of all.

Some say attorneys could never do that. It would be unethical, wouldnt it? Ask Pfizer and the small number of law firms that won the privilege of doing Pfizers legal work. A few years ago the pharmaceutical company required its successful law firm bidders to share work product, lessons learned and mistakes made with the other Pfizer core counsel after each matter. Thats distinctly unconventionaland the hallmark of successful business models in the Exponential Age.

Many other professions have already arrived in the cooperative age of business. Preparing for a recent training program for the Vanderbilt Medical School Leadership College, I discovered Quantum Leadership: Building Better Partnerships for Sustainable Health, by Tim Porter-OGrady and Kathy Malloch. Remove the word health and replace it with law and the parallels are unmistakable. The tools of technology, artificial intelligence, blockchain, the internet of things and cryptocurrency are, or will be, changing everything. Even quantum computing has arrived, making traditional computing look like the tortoise versus the harethat is, quantum computers can calculate 100,000 times faster. As a result the old keep-it-so-no-one-else-can-get-it mindset is evaporating. Do you want to work on IBMs quantum computer, operating at 20 qubits and soon to be 50 qubits? Its free and open source. Go right ahead.

When did all this happen, you ask. Seemingly overnight, and without warning. Thats exponential. As a result no disciplinary expertise is sufficient in itself. Cognitive diversity is the fuel of innovation. Seeing a problem from the same perspective leads to the same old solutions. Seeing the same problem from multiple perspectives (gender, racial, religious, sexual orientation, disability and national origin) brings creativity to the table, and competition is inimical to its success.

What quantum leadership requires is a new form of leadership: one thats radically collaborative. The old commercial model is hierarchical, structured and highly command-and-control oriented. The new model is flat, team-based and relational.

The new commercial model is focused on accountability rather than responsibility and output rather than effort. My life as a lawyer was spent selling effort, not output. Time has been the coin of the realm in the law since 1956, when the ABA informed lawyers that time is your most valuable asset. Man, did we buy that, and so did our clientsuntil they tired of it. Now they want value, not effort.

The difference between the old commercial order and the new is stunning. Working in teams is not taught in law school. I have been teaching Legal Project Management at Vanderbilt Law School for six years. Law students routinely report that this class is the first time they have been asked to work in a team in law school unless they are joint J.D./M.B.A. candidates. Business students dont understand why law school doesnt value teamwork. Therein lies one of our greatest problems: our clients are team-based, and we dont know how to do that.

Replacing Hypercompetition with Collaboration

Lets return to the question of the missing $10 billion. How could BigLaw lose that much value in a year? Lets examine the data.

The data isnt secret. Its been building over 10 years. Its more than an aberration; its a statistical trend. The data is submitted voluntarily by the nations largest law firmsnamely, the Am Law 300on a monthly basis and reported in the Thomson Reuters Peer Monitor Index reports. Although anonymized, the data collected over the last 10 years is stunning. Law firms are losing market share steadily, relentlessly and without response.

Spend time with the data reported in the Georgetown Law Centers and Thomson Reuters Legal Executive Institutes annual Report on the State of the Legal Market. Ten years of BigLaw self-reporting reveals the following: all the data reflecting financial progress in time billed and billings realized, collected and banked in firm law treasuries is in long-term decline. There are two rising trends: rates and costs. This dangerous economic state is obvious to everyone. Nothing is being done except by a few high-flying firms that have figured out the antidote to demise.

Check out Table 15 in the Georgetown/Thomson Reuters report. The missing $10 billion went to nonlawyers and nonlaw firms such as PwC, Deloitte, Axiom, lexunited, Pangea3, LegalZoom and a growing host of alternative legal service providers doing law better, faster and cheaperand sometimes without a law license. Thats what the market wants.

The report pulls no punches this year. It states: Stop doubling down on your failing strategy! Citing the Harvard Business Review analysis by the same title, the report warns BigLaw leaders that their conflict aversion could make these hallmark firms irrelevant.

How so? Harvard and Georgetown Law cite the power of our mind-blindness in the face of economic peril. Its all about heuristics, the state of mind that partially determines how we react to stress and threat. Our worldview is only valuable in the context of how it was formed. Another way of saying it is, You cant tell a room full of millionaires their business model is broken. They cant hear it. This is not a function of intelligence but of experience. We cant know what we dont know.

Specifically, the mental heuristics that take over our cognitive capacity in times of economic peril can be summarized with startling reality in the following ways:

When combined, these mental heuristics, which reflect simply how the human brain works, can be a toxic brew of mind-blindness, obscuring paths to rescue and ways out of a dilemma of our own making.

Whats a body to do? We must overcome our conflict aversion and welcome a path to open, respectful and strategic conflict competence rather than our preferred resort to passive-aggressive behavior.

The Harvard Business Review article suggests rules to follow to achieve conflict competence:

Embracing the Cooperative Economy

Although unfamiliar to those of us steeped in a competitive model of economic success, the world has moved on and is continuing to stake out new opportunities for economic success through previously unheard-of degrees of cooperative effort.

Start small and learn as you go. Discover the power and the scope of building bridges rather than silos. As our digital world continues to explode in data and the power to process it, learn to learn from other disciplines. Make friends with a data scientist, a software engineer or a legal project manager. Learn to see from their perspectives.

And, most importantly, jump in, the waters fine.

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Collaboration is the Future - Mediate.com