Architecting Jurisdiction-Aware Quantum Cloud Ecosystems
DOI:
https://doi.org/10.5281/zenodo.21508970Keywords:
Quantum Computing Impact, Quantum Cloud Infrastructure, Qubit-Centric Architectures, Quantum-Classical Hybrid Systems, Cloud-Native Quantum Models, Quantum Commercialization, Quantum Hardware Investment, Quantum Advantage Assessment, Quantum Workload Suitability, Cloud Resource Economics, Quantum Performance Indicators, QA-as-a-Service Models, Quantum Procurement Strategies, Quantum Cloud Education, Quantum Service Deployment, Regulatory Frameworks For Quantum Cloud, Quantum Infrastructure Management, Enterprise Quantum Adoption, Competitive Quantum Workloads, Future Cloud Architectures.Abstract
Quantum computing is now recognized as the most impactful related technology for the next five years. Manufacturers have made enormous investments, major milestones have been achieved, and the pace of corporate commercialization of quantum technology is accelerating. However, comparatively little attention has been given to the impacts of quantum computing on cloud infrastructure. This is surprising, given the considerable resources made available to corporate research projects in the area, involving leading manufacturers. The enabler of quantum computing, the qubit, is qualitatively different from the classical electronic unit. Hence, for the expected advantages of quantum computing to be realised, new models, architectures and educational schemes for a Quantum Cloud Infrastructure (QCI) are needed. These must take into account the behaviours of qubits, the expected advantages in specific applications, the anticipated hybridisation of quantum-classical infrastructures, and the relevant education, service, deployment and regulatory particulars.
In addition to hardware-specific educational requirements for quantum clouds, the dominant questions for users are economic. For which workloads are quantum cloud resources in a commercial context likely to be more competitive than classical? What key performance indicators might indicate that expected advantages are close? The identification of management and resource strategies that possess such characteristics would allow organisations to focus limited resources on workloads where true Quantum Advantage in either Procurement or QA-as-a-Service seems probable.
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