Board-Level Quantum Strategy Development

In the last six months, I have sat in boardrooms in Washington D.C., Sydney, and London. The quantum conversation is happening in all of them. But it is the wrong conversation. The conversation that is happening: When do we need to start paying attention to #quantum? The conversation that needs to happen: What does our fiduciary exposure look like if we have not documented our quantum risk posture, when NIST has published the standards, CISA has issued guidance, and our prime contractor introduces a qualification requirement next quarter? I have worked across six countries and three technology waves. Semiconductors in Japan. Industrial AI in Germany and Switzerland. Quantum, now, across Washington D.C., Sydney, and the industrial corridors of every economy moving to secure its production future. The pattern is identical every time. The boards that ask the first question are always surprised by the second. The boards that ask the second question are never caught unprepared. The economic logic is not complicated. National Institute of Standards and Technology (NIST) published post-quantum cryptography standards. That publication creates a foreseeable risk, the kind that triggers fiduciary duty. A board that has not assessed the organization's exposure to that risk cannot credibly argue it exercised reasonable care. This is not a technology governance question. It is a risk governance question that happens to have a technology dimension. The technology is never the bottleneck. The bridge to the factory floor is. Right now, the most important bridge runs through the boardroom, not the lab. LFI's #Board Quantum Readiness Workshop equips boards and C-suites with the economic framework to govern quantum investment timing and organizational readiness in a half-day or full-day facilitated session. The Risk Radar Enterprise Assessment produces the board-ready quantum risk register that documents your organization's exposure across IP, operations, supply chain, and regulatory obligations. Both are designed to be the answer to the right question, before the right question arrives uninvited. If your board reviewed your organization's quantum risk posture tomorrow, what document would you hand them, and does it currently exist? #BoardGovernance #FiduciaryDuty #IndustrialEconomics #QuantumRisk #ManufacturingLeadership #StrategicEntanglement

The global quantum computing race just shifted from theoretical physics to sovereign risk. If you sit on a Global 1000 board, direct national defense policy, or deploy tier-one capital, the era of quantum "hype" is officially over. Based on the latest 2025–2026 data, Israel has quietly engineered a highly coordinated "Two-Engine" quantum ecosystem designed for industrial integration and strategic resilience. Here is the executive snapshot of where the capital, the supply chain, and the geopolitics are colliding—and how boards must govern it: 🏗️ 1. The "Two-Engine" Architecture Israel is executing a ruthless, dual-pronged strategy: • Engine 1 (Sovereignty): Hyper-focused on defense superiority, post-quantum cryptography (PQC), and financial resilience. • Engine 2 (Market): Anchored by a massive concentration of multinational R&D centers securing the global supply chain. 💰 2. Strategic Capital Allocation Smart money is no longer trying to build the "race car" (the QPU); it is building the engine and the dashboard. • Public: The Israel National Quantum Initiative (INQI) is deploying a $390M budget. • Private: Capital is flooding the "enabling layers." Quantum Machines raised ~$280M to lead global control systems; Classiq secured massive Series C funding ($173M+) to dominate software synthesis. • Geopolitical: A proposed $200M US-Israel Quantum Fund is advancing for 2026–2030 to counter adversarial tech dominance. ⚓ 3. The Multi-National Anchors You cannot map this sovereign infrastructure without the silicon giants: • Nvidia: Driving the backbone of AI and quantum data center networking. • Intel: Leveraging its massive Kiryat Gat fabrication footprint. • AWS: Designing custom silicon that bleeds directly into quantum control logic. 🏦 4. The Regulatory Shockwave (Directive 364) In January 2025, the Bank of Israel issued Directive 364, requiring banks to map encryption dependencies and submit PQC preparedness plans within one year. This instantly shifted the industry from "theory" to mandatory board-level compliance. 🛡️ 5. The Governance Imperative: The GBAC QSI Overlay With tightening U.S. export controls, the goal is independent technological sovereignty. But how does a global enterprise govern this? Traditional frameworks (COSO, COBIT, ITIL) are failing at the quantum layer. To safely integrate these technologies, organizations must deploy the Quantum Strategic Intelligence (QSI) model. QSI acts as the overarching governance architecture—overlaying sovereign infrastructures like Israel’s—to protect the enterprise from the "Atom to the Algorithm." A question for my network: With central banks now mandating post-quantum preparedness plans, how is your board or agency mapping its cryptographic dependencies? Are you still relying on legacy models? Let's discuss below. 👇 Aviad Tamir, Nir Minerbi, Asif Sinay #QuantumComputing #CorporateGovernance #NationalSecurity #DeepTech #TechStrategy #Geopolitics #PostQuantumCryptography #GBAC #QSI

Most quantum boardroom conversations end without an agenda. They end with a posture — "we're monitoring quantum developments," "we're taking it seriously". Neither statement produces a plan. The distinction matters because quantum creates three problem classes, each with a different urgency and a different cost of inaction. A generic posture misaddresses all three at once. The right response, for most leadership teams, has three parts. The first is to defend now. Post-quantum cryptography belongs on the enterprise risk agenda as a current priority. That means building visibility into cryptographic dependencies across the enterprise, identifying migration priorities, and mapping third-party exposure. This is the part of the quantum agenda that cannot wait. The second is to explore selectively. Most leadership teams do not need a wide portfolio of quantum pilots. They need a small number of focused efforts on high-value problems where the workload aligns with quantum's actual strengths — evaluated against the strongest available classical alternative. Each effort should be a targeted test: one specific problem, one clear classical benchmark, one honest evaluation. The third is to build options. For companies in simulation-relevant sectors — pharmaceuticals, advanced materials, energy — the right posture is modest investment in partnerships and early hardware collaborations. The goal is R&D workflows that are ready to integrate quantum subroutines when the technology matures. The companies that benefit most will not necessarily be those spending the most today. They will be the ones best positioned to move when the moment arrives. The most common failure on quantum is conflating the urgency of the three classes — treating all three as equally distant or equally immediate, when each has a different clock running. The organizations that get this right understand early which problem classes matter to their business, which ones to set aside, and what the distinction demands of them starting Monday morning. https://lnkd.in/gkymW7Xm

I’ve been getting invited to more and more board briefings lately to help unpack the growing quantum threat. It’s clear that awareness is rising at the top. But so is confusion. In many of those awareness efforts, board members are flooded with confusing or even conflicting messages. Some invited experts dive deep into algorithmic details or lose the room in acronyms. Others focus entirely on guessing if and when quantum computers will arrive - as if that’s still the right question. So I wanted to cut through the noise. In the linked article, I’ve tried to distill the core issues boards need to understand. Based on lessons learned from many such discussions. Just the strategic context, the governance implications, and the questions directors should be asking their CIOs, CISOs, and CROs right now. Because here’s the bottom line: the entire ecosystem is already moving towards proactive preparation against the quantum threat. Regulators are issuing quantum-aware cyber guidances and requirements. Insurers are reassessing risk models. Clients are evaluating vendors’ quantum readiness. And yes, shareholders and analysts have started asking about quantum risk readiness in earnings calls. At this point, debating when quantum computers will actually arrive is beside the point. The governance and risk management response needs to start now whether quantum computers arrive in five or in fifteen years. This one’s for board members and senior executives looking to lead, not follow. #quantum #quantumcomputing #quantumthreat #quantumreadiness #pqc #quantumresilience #quantumresistance #cyber #cyberrisk

A question for every board member: Is Q-Day on your agenda? In 1999, I sat in an operations center counting down to midnight. The Y2K crisis never came. The risk was not overstated, however, leadership acted early, and did the necessary to circumvent it. Q-Day is the Y2K of our era. Harder, longer, and with far higher stakes. Q-Day refers to the moment quantum computers can crack the public-key cryptography securing our financial systems, communications, identities, and national infrastructure. The threat isn't waiting for that moment. "Harvest now, decrypt later" means adversaries are already collecting encrypted data today, in order to utilize it later. I co-authored a new piece in The Jerusalem Post with Prof. Jesse Van Griensven on exactly this: 👉 https://lnkd.in/eWYf5nAR The core message for boards: 🔹Public-key cryptography is the foundation of digital trust. Q-Day breaks that foundation. 🔹The transition to quantum-safe cryptography is a multi-year, enterprise-wide undertaking. 🔹This belongs in the boardroom, not the server room. Y2K succeeded because it was treated as a leadership challenge and not only as a technical one. The organizations that navigate Q-Day will be those whose boards ask hard questions now about inventory, timelines, vendor exposure, and regulatory readiness. The ones who wait will find out what poor preparation looks like 😳 Thank you Prof. Jesse for your amazing and enlightening insights and for trailblazing post quantum cryptography solutions 🙏 Maayan Ohana Ezra Anna Ahronheim Nir (Benda) Ben-David 🇮🇱 🇨🇦 EigenQ Quantum Security Solutions Defense and Tech #CyberSecurity #QuantumComputing #BoardLeadership #Governance #PostQuantumCryptography #DigitalTrust #RiskManagement

Leading global consulting firms—McKinsey & Company, Deloitte, Boston Consulting Group (BCG), EY, and PwC—are converging on a clear strategic narrative: #quantum technologies are transitioning from exploratory science to enterprise-relevant capability, with material implications for competitiveness, security, and long-term value creation. Their most recent analyses collectively position 2026 as a pivotal inflection point at which organizations must shift from passive observation to structured quantum readiness. Across these firms, market projections consistently signal substantial economic potential, with estimates ranging from tens to hundreds of billions of dollars over the next decade. More importantly, the emphasis has evolved from theoretical advantage to practical deployment pathways. McKinsey and BCG underscore measurable value creation across sectors such as life sciences, financial services, advanced materials, and mobility, while Deloitte highlights the emergence of hybrid architectures integrating quantum with #AI and high-performance computing. EY and PwC, embedding quantum within broader advanced computing and AI strategies, stress the importance of aligning innovation investments with enterprise transformation roadmaps. A unifying theme is the growing urgency around #risk. The advent of quantum capabilities introduces systemic #cybersecurity challenges, particularly the “harvest now, decrypt later” threat model, prompting immediate prioritization of post-quantum cryptography and quantum-resilient infrastructures. Simultaneously, organizations are encouraged to develop workforce capabilities, #ecosystem #partnerships, and governance models that can accommodate rapid technological evolution. At the board and C-suite level, quantum is no longer a distant horizon but a strategic imperative requiring proactive scenario planning, capital allocation, and policy alignment. The firms collectively advocate for a balanced approach—advancing experimentation while instituting robust governance and risk mitigation frameworks. For a deeper exploration of quantum strategy, governance, and #resilience in the context of deep tech #diplomacy, I invite you to follow my ongoing analyses in my LinkedIn Quantum Trifecta Newsletter, my Forbes contributions, and Substack publications, as well as my forthcoming #book, currently available for pre-order on Amazon. #quantum #governance #strategy #business #risk #investments #future #author #publishing #editor