February 11, 2026
The past year definitely brought decisive momentum for quantum technology: in 2025, venture funding in the space surged to $2 billion, while governments committed more than $10 billion to national strategies and public-private initiatives (McKinsey, 2025). And the next decade is even more promising, as quantum computing alone could generate between $28 billion and $72 billion in global annual revenue by 2035.
For South Carolina, this momentum converges in 2026 with core industrial strengths. Sectors like manufacturing, logistics, advanced engineering, and life sciences rely heavily on modeling, process optimization, and secure data systems, the very areas where quantum capabilities are beginning to deliver measurable value…
“Just as the Cambrian Explosion marked a period of rapid diversification and innovation in life forms, the quantum revolution promises a surge in technological advancements and applications.” (World Economic Forum, 2025)
By most measures, this should be a period of progress. The tools are available. The incentives are clear. The opportunity is real.
And yet, only 5% of enterprises in the US, UK, and Australia have implemented quantum-safe encryption, and nearly half (46.4%) admit significant portions of their encrypted data remain vulnerable (DigiCert, 2025). This leaves sensitive information exposed to future decryption risks in places like South Carolina, where the industrial foundation already mirrors the problem sets quantum technologies are designed to address. Pharmaceutical development and precision manufacturing, both critical pillars of the state’s economy, depend on complex simulation, molecular modelling, optimisation, and tight process control, exactly the areas where early quantum approaches show promise.
Quantum readiness often stalls not at the algorithm level, but in the tangled architecture of key management in systems responsible for creating, storing, rotating, and distributing cryptographic keys that protect data in motion and at rest. 57% of enterprises operate five or more key systems simultaneously (Thales, 2025), and 38% report difficulty tracking where encryption is applied across their infrastructure. This fragmentation creates blind spots that attackers can exploit, particularly during what can best be described as the cryptographic transition period, the phase many organizations are operating in right now.
As quantum-safe protocols begin to enter production environments, they are layered onto existing key management architectures that were built for classical cryptography and incremental change. What emerges is a broadly shared condition across industries: mixed cryptographic stacks, partial adoption, and key systems that were never designed to operate cohesively across this divide. In this environment, the absence of coordination rather than the presence of new algorithms becomes the primary risk, making the streamlining of internal key systems and early alignment with external partners a structural requirement rather than a forward-looking optimization.
Strengthening quantum data readiness begins with a clear view of what needs protection. Enterprises can first classify sensitive data, flagging those with extended confidentiality lifespans, and charting where encryption protocols are currently enforced. From there, assessing cryptographic agility becomes essential as all systems must be flexible enough to accommodate algorithm upgrades without requiring full-scale redesigns.
That framing addresses the technical foundation. But it is only part of the equation.
Sustaining momentum through the cryptographic transition period also depends on people. With only one to three qualified candidates per open role and nearly two-thirds of positions requiring a bachelor’s degree or less, businesses have a clear opportunity to build capability from within (McKinsey, 2025). Most employees, however, remain unaware of how quantum intersects with their domain, whether in cybersecurity, data architecture, or advanced simulation. Without deliberate education and role-specific translation, even well-designed quantum-ready systems risk stalling at the point of use.
This awareness gap can be closed through targeted, practical learning. Internal briefings, hands-on workshops with academic partners, and short-form executive learning programs can quickly build fluency across departments. Organizations like the World Economic Forum’s Quantum Economy Network offer models for collaborative learning and applied training that link technology trends to strategic outcomes. The most effective firms develop a disciplined feedback loop via pairing real-world experimentation with external observation.
Companies can also gain early traction by partnering with academic institutions, joining R&D efforts, and embedding in innovation hubs. In the Southeast, Duke University’s Quantum Center and Georgia Tech’s role in the IBM Q Hub offer industry partners access to advanced systems and applied research, accelerating software and use-case development (Duke Quantum, GTRI).
South Carolina is beginning to build on these models through new initiatives at its leading research institutions, designed to advance applied quantum research, train local talent, and prepare industries and communities for the next phase of technological change. In recent years, SC Quantum laid a foundation by convening universities, industry, and government to push quantum work beyond the lab and into real economic use. SC Quantum fulfilled its mission, and the state now sits at the center of a network of organizations across the Carolinas, spanning advanced manufacturing, logistics, chemicals, pharmaceuticals, defense, and finance. If uptake follows projected paths, a report completed by Dr. Joseph Von Nessen from the USC Darla Moore School of Business (Von Nessen, 2025), estimates a 5.7% productivity lift, translating into $8.5 billion in new annual output and nearly 20,000 jobs statewide as quantum technologies move from experimentation to deployment.
Quantum readiness comes down to timing and fit. The most effective strategies assess where quantum capabilities enhance current systems (optimizing processes, strengthening security, accelerating simulation) without assuming wholesale transformation. Thoughtful planning creates space for experimentation, internal capacity building, and cross-functional engagement. This approach positions companies to adopt with intent, respond to shifts confidently, and lead when the opportunity becomes actionable.
Maria Diandra O