Ready, not reckless: preparing for a quantum world
Candace Kinser CMInstD gives her insights on the Top 5 issue ‘Quantum leaps ahead’
Artificial intelligence and quantum computing are transforming business strategy at a pace few expected. However, before boards rush to embrace these innovations, it is crucial to pause and reflect.
At a recent IoD conference, I urged directors to approach AI with caution – not hesitation, but deliberate consideration. Why? Because adopting technology without a clear purpose or strategy often leads to confusion, not competitive advantage.
Quantum computing, unlike traditional computing, leverages quantum mechanics to process information at extraordinary speeds. While classical computers solve problems step by step, quantum computers evaluate multiple possibilities simultaneously, excelling in tasks such as optimising supply chains, simulating plant growth, improving financial models and accelerating drug discovery.
Large-scale investments in quantum computing or AI may seem unattainable for most New Zealand businesses, but these technologies are far from irrelevant. Platforms such as IBM’s and Google’s quantum-as-a-service offerings allow organisations to explore their potential without requiring costly infrastructure. Boards can test ideas and develop understanding without overcommitting resources.
AI’s implementation must be strategic. Machine learning and predictive analytics tools can impress, but without a clear purpose they risk falling short. Boards should first ask: What problem are we solving? What data do we need? Does this align with our strategy, and can we govern it responsibly? Framing the problem is often the hardest step – far more challenging than analysing the data itself.
The main takeaway is that boards should prioritise readiness over immediate full- scale adoption. Key foundational steps to discuss and prioritise include:
Invest in digital literacy: Equip the board and leadership team with the knowledge to evaluate the potential and risks of emerging technologies, fostering a culture of continuous learning in this evolving space. Programs such as MIT xPro series, the online Berkeley Haas School of Business, or the University of Auckland’s advanced degrees in AI and Data Governance, provide excellent training.
Explore pilot projects to test: Collaborate with academic or tech partners to trial small-scale applications in logistics, risk modelling or climate solutions. This allows organisations to experiment and learn without requiring large-scale investments.
Align strategy with tech & business roadmaps: Integrate quantum computing and AI into long-term plans and budgets, recognising that sustained investment is necessary to remain competitive. Boards should encourage management to identify measurable opportunities and prioritise discussions on technology trends early in meetings when focus is sharpest.
A director’s mandate is not to blindly follow trends but to harness technology thoughtfully, aligning it with the organisation’s mission and long-term goals. AI and quantum computing are transformative tools, capable of propelling New Zealand businesses to the forefront of global competition. We need to navigate this transformation thoughtfully, driving clarity, purpose, and lasting value for our stakeholders.
Candace Kinser CMInstD is a board director, consultant, entrepreneur and technology leader with a career spanning governance, innovation and digital transformation. Her current governance portfolio includes Chair of Cancer Society Auckland Northland and Helius Therapeutics, a non-executive Director at Plant and Food Research, and a member of the Council of Governors for the University of Auckland.