This should cover internal systems, cloud services, supply chain interfaces and data in transit. Hybrid encryption models, which combine classical and post-quantum cryptography (PQC) schemes, can serve as interim solutions while standards mature. Governance functions must adapt by embedding quantum risk into enterprise risk registers, policy documentation and cybersecurity audits.
2. Workforce capability
Quantum readiness requires informed leadership and cross-functional literacy. Many executive teams lack a shared understanding of quantum risks and potential applications. Without this, strategic planning becomes fragmented or delayed. Targeted education programmes for boards, legal teams, risk officers and engineers are essential. Skill development should correspond to role-specific needs. Engineers need training in cryptographic migration and hybrid implementation. Legal and compliance professionals must stay current with the evolving policy landscapes. Executives require context to inform investment decisions and drive governance reforms. Upskilling through academic partnerships or external certifications maintains capability as the field changes.
3. Strategic planning and governance
Quantum readiness introduces a planning challenge not typically found in conventional technology initiatives. The development timeline is uncertain, impacts vary by sector and regulation is in flux. Effective governance requires organizations to define a posture. This might be observational, exploratory or proactive. The selected posture must then be embedded into strategic planning and decision-making frameworks. Planning should distinguish between short-term preparatory actions and longer-term integration.