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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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QYResearch always pursuits high product quality with the belief that quality is the soul of business. Through years of effort and supports from huge number of customer supports, QYResearch consulting group has accumulated creative design methods on many high-quality markets investigation and research team with rich experience. Today, QYResearch has become the brand of quality assurance in consulting industry.

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

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.

The report on Quantum Computing Technologies market presents insights regarding major growth drivers, potential challenges, and key opportunities that shape the industry expansion over analysis period.

Request a sample Report of Quantum Computing Technologies Market at:https://www.marketstudyreport.com/request-a-sample/2673446?utm_source=algosonline.com&utm_medium=AG

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:

Ask for Discount on Quantum Computing Technologies Market Report at:https://www.marketstudyreport.com/check-for-discount/2673446?utm_source=algosonline.com&utm_medium=AG

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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2. Global Mechanical Computer Aided Design (MCAD) Market 2021 by Company, Regions, Type and Application, Forecast to 2026Mechanical Computer Aided Design (MCAD) Market Report covers the makers' information, including shipment, value, income, net benefit, talk with record, business appropriation and so forth., this information enables the buyer to think about the contenders better. This report additionally covers every one of the districts and nations of the world, which demonstrates a provincial advancement status, including market size, volume and esteem, and also value information. It additionally covers diverse enterprises customers data, which is critical for the producers.Read More: https://www.marketstudyreport.com/reports/global-mechanical-computer-aided-design-mcad-market-2021-by-company-regions-type-and-application-forecast-to-2026

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

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

LONDON, Jan. 4, 2021 /PRNewswire/ -- The cover story of this 226 page issue features the impressive Dame Jayne-Anne Gadhia, formerly of Virgin Money, who founded Snoop in 2020. And her start-up leads us into a feature length piece of investigative journalism from Emily Cashen on open banking and fintech.

The use of physical cash has been decreasing for many years now and a global pandemic with enforced shutdowns hastened that trend. Laura French explores whether we are now ready to embrace a cashless world.

Elsewhere in the magazine, Alex Katsomitros explores the potential impact of a set of proposals from the OECD that would completely reform corporation tax, put together after continued concerns over inequality and the need for a post-pandemic economic recovery.

Meanwhile, with governments the whole world over providing loans and financial aid packages to levels never previously seen before, Selwyn Parker discusses what happens next as we potentially venture into a sea of debt.

Additionally, Richard Willsher looks at how the forex markets navigated a pandemic by seamlessly shifting operations to a WFH environment thanks to the rise of e-platforms and online tools.

Topics also covered in the winter edition of World Finance includecryptocurrencies, corporate art, shipbuilding, Zoom's breakthrough year, quantum computing and recession success stories.

To read about all of this and more, pick up the latest issue of World Finance magazine, available in print, on tablet and online now.

http://www.worldfinance.com

World News Media is a leading publisher of quality financial and business magazines. It benefits from a global distribution network that includes subscriber lists of prominent decision-makers around the world.

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World Finance offers in-depth and high-quality journalism on a huge variety of topics in its eagerly anticipated Winter 2021 issue, released today -...

Quantum computing has opened multiple doors of possibilities for quick and accurate computation for complex problems, something which traditional methods fail at doing. The pace of experimentation in quantum computing has very naturally increased in recent years. 2020 too saw its share of such breakthroughs, which lays the groundwork for future innovations. We list some of the significant quantum computing projects and experiments of 2020.

IT services company Atos devised Q-Score for measuring quantum performance. As per the company, this is the first universal quantum metric that applies to all programmable quantum processors. The company said that in comparison to qubits, the standard figure of merit for performance assessment, Q-Score provides explicit, reliable, objective, and comparable results when solving real-world optimisation problems.

The Q-Score is calculated against three parameters: application-driven, ease of use, and objectiveness and reliability.

Googles AI Quantum team performed the largest chemical simulation, to date, on a quantum computer. Explaining the experiment in a paper titled, Hartree-Fock on a superconducting qubit quantum computer, the team said it used variational quantum eigensolver (VQE) to simulate chemical mechanisms using quantum algorithms.

It was found that the calculations performed in this experiment were two times larger than the previous similar experiments and contained about ten times the number of quantum gate operations.

The University of Sydney developed an algorithm for characterising noise in large scale quantum computers. Noise is one of the major obstacles in building quantum computers. With this newly developed algorithm, they have tried to tame the noise by reducing interference and instability.

A new method was introduced to return an estimate of the effective noise with relative precision. The method could also detect all correlated errors, enabling the discovery of long-range two-qubit correlations in the 14 qubit device. In comparison, the previous methods would render infeasible for device size above 10 qubits.

The tool is highly scalable, and it has been tested successfully on the IBM Quantum Experience device. The team believes that with this, the efficiency of quantum computers in solving computing problems will be addressed.

Canadian quantum computing D-Wave Systems announced the general availability of its next-generation quantum computing platform. This platform offers new hardware, software, and tools for accelerating the delivery of quantum computing applications. The platform is now available in the Leap quantum cloud service and has additions such as Advantage quantum system with 5000 qubits and 15-way qubit connectivity.

It also has an expanded solver service that can perform calculations of up to one million variables. With these capabilities, the platform is expected to assist businesses that are running real-time quantum applications for the first time.

Physicists at MIT reported evidence of Majorana fermions on the surface of gold. Majorana fermions are particles that are theoretically their own antiparticle; it is the first time these have been observed on metal as common as gold. With this discovery, physicists believe that this could prove to be a breakthrough for stable and error-free qubits for quantum computing.

The future innovation in this direction would be based on the idea that combinations of Majorana fermions pairs can build qubit in such a way that if noise error affects one of them, the other would still remain unaffected, thereby preserving the integrity of the computations.

In December, Intel introduced Horse Ridge II. It is the second generation of its cryogenic control chip, considered a milestone towards developing scalable quantum computers. Based on its predecessor, Horse Ridge I, it supports a higher level of integration for the quantum systems control. It can read qubit states and control several gates simultaneously to entangle multiple qubits. One of its key features is the Qubit readout that provides the ability to read the current qubit state.

With this feature, Horse Ridge II allows for faster on-chip, low latency qubit state detection. Its multigate pulsing helps in controlling the potential of qubit gates. This ability allows for the scalability of quantum computers.

I am a journalist with a postgraduate degree in computer network engineering. When not reading or writing, one can find me doodling away to my hearts content.

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Major Quantum Computing Projects And Innovations Of 2020 - Analytics India Magazine