Quantum Leap

Building innovation pathways and shaping the future of quantum technology in India.

Innovation occurs at various spheres of influence - at an individual level, within companies, across industries, or even at the ecosystem level in a country. It can arise naturally and spontaneously from human ingenuity, emerge out of necessity, or, in the case of industries, be spurred by competition, the desire to carve new niches, or disrupt markets altogether.

In emerging technologies, understanding ecosystems and using Innovation Management strategies play a key role in shaping how these technologies develop and at what speed.

With a career spanning three decades, I have spent two of those focusing on innovation management, particularly in emerging technologies. This work has involved different spheres of influence, but for the past decade or so, my primary focus has been on emerging technology ecosystems.

When considering innovation at the ecosystem level, there is a fundamental shift in mindset compared to innovating within a company or industry. The emphasis moves from management to influence - operating across multiple dimensions and layers. This journey, while challenging, has been deeply satisfying. Below, I share some of my learnings from this ongoing experience. Since I currently focus on enabling and accelerating the quantum ecosystem in India, many examples are drawn from recent work. However, these learnings are universal and applicable to any emerging technology ecosystem.

Learnings on Innovation

1. Systems Thinking Approach to the Ecosystem
   A technology ecosystem within a country goes far beyond just the companies and people working in the field. It includes multiple stakeholders - government, industry, academia, researchers, investors and end users. The complexity extends to evolving supply chains, value chains, market opportunities and capacity-building needs.

   A systems thinking approach allows us to look at the ecosystem as a collection of smaller subsystems that interact with and influence each other. Intervening in one part of the ecosystem may not yield the desired effect unless other parts are also aligned. For example, increasing incentives and grants for startups will not work if the end-user industry is unaware of the technology's potential, market opportunities are scarce, or skilled talent is unavailable to work in startups. Taking a systems thinking approach, the right kind of interventions can be designed across the subsystems, addressing different dependencies and bottlenecks to progress.

2. First Principles Approach
   Innovatively solving complex problems in new domains often requires a first-principles approach. A first principle is a basic assumption that cannot be deduced any further. For instance, at the Quantum Ecosystems and Technology Council of India (QETCI), we aimed to map India's quantum ecosystem. Global best practices primarily focused on supply chain mapping. However, given the diverse technologies in quantum computing (e.g., at least 10 different approaches), future supply chains could diverge significantly.

   Adopting a holistic approach, we discovered that Porter's Value Chain was more suitable. Originally proposed by Michael Porter for individual firms, value chain analysis looks at the organization's activities that collectively contribute to the creation, production and delivery of products or services, enabling insight into which activities create the most value and which ones may be outsourced. The concept has since been extended to study national and international production networks.

   A specific industry might be viewed as the movement of value between entities consisting of that ecosystem. The mapping of the value chain provides knowledge of the roles, functions and interconnections of the entities and helps policymakers, researchers, and businesses to make effective decisions.

   Yet even this framework needed adaptation, leading us to define "allied value chains." This innovation provided a clearer picture of the Indian ecosystem and is now used in other contexts. For example, quantum computing, communications, sensors and materials are not just part of an isolated quantum value chain but value flows from and to other industries. The most notable of these are the semiconductor, nano technology and electronics industries. These are referred to as Allied Value Chains.

3. Evidence-Based Insights for Better Foresight
   Evidence-based insights are critical to gain buy-in. A data-based approach also removes biases which creep in based on knowledge gaps and past experiences of individuals providing policy recommendation.

   In case of quantum, policy recommendations to the government were driven by evidence-based insights. Conducting experiments within the ecosystem helped gather data, which informed actionable insights and, in turn, effective policies.

   A good example is the three-month incubation efforts done by QETCI in 2022. While we wanted to promote more startups in quantum in India and drive policies that support such efforts, it was very important to understand what kind of skill, mindset and motivation existed in the ecosystem for initiating such startups. The incubation effort included support for early-stage ideas with mentorship and availability of free infrastructure. At the end of two months, we had 40 completed prototypes from 1,626 participants, with 127 projects initially submitted. These were very large numbers.

   We were also able to capture data on students vs. industry-experienced participants, the number of female entrepreneurs, and where in India were the teams coming from. All in all, the data was extremely useful in convincing the government that there was enough potential for startups in quantum in India. From six startups in 2021, the number is now close to 45 at the beginning of 2025.

4. Learning from Others, Adapting for India
   Efforts in quantum technology across other countries offered valuable lessons. However, applying these best practices without accounting for India's context would have been ineffective. For example, India's strengths in photonics require tailored approaches compared to superconducting qubits or other quantum computing methodologies. On the other hand, Europe's skill mapping framework for quantum is something that we are finding useful at QETCI as we work on the skill and workforce planning for India.

Learnings on Innovation Leadership

1. Courage is key
   In 2021, I realized the impact I wanted to create for quantum in India could not be achieved within a corporate setting. The country needed a catalyst - a dedicated ecosystem entity working with all stakeholders (government, academia, industry, investors, etc.).

   When I was thinking of starting QETCI, a little voice in my head highlighted the impostor syndrome I was experiencing. "Who did I think I was, trying to address the quantum ecosystem at a national level?"

   Leaving a well-paying corporate job to start QETCI - a nonprofit with no blueprint - required significant courage. It wasn't just a startup; it was envisioned as an institution supporting India's quantum aspirations. While the journey continues, the progress over the past three years is motivating.

2. Co-Conspirators and Collaborators Matter
   Courage thrives in the presence of collaborators. The belief and support of my co-founders and governing board members enabled QETCI's establishment and progress. Together, we've laid a path for long-term impact.
3. Role models are a great inspiration
   I have been able to derive insights and inspiration from those close to me. My father, who is a civil engineer from IIT Madras (IITs are akin to the Ivy League institutions in the U.S.), was born and brought up in a tiny village in Uttar Pradesh. Not only was the village remote, but my grandfather was also a poor farmer.

   When my father was 10 years old, he went to the nearby district school for an event and was very impressed by the teachers visiting from a university in the nearest town. He aspired to become a teacher. However, when he was a teenager, a civil engineer visited the village to oversee the construction of irrigation canals. Curious about engineering, my father asked this gentleman many questions and was amazed to learn about engineering as a profession. He was astute enough to ask the engineer about the path to becoming an engineer and studied extremely hard - topping his district, earning scholarships and later applying for entrance to the IITs.

   This story from my father's life made me realize that we can only aspire to something if we know about it. When we think about quantum education, we want to spread awareness throughout India's vast and diverse landscape, reaching even the most remote villages, so we can provide knowledge that sparks inspiration. Who knows - perhaps the next Einstein or Roger Penrose equivalent is in a small Indian village right now, waiting for that spark to arrive.

4. Clarity of Purpose and Service Mindset create the alignment
   In navigating complexities, evolving technology and challenging situations, clarity of purpose has been a guiding force. Revisiting our mission statement during moments of doubt ensured alignment with our goals.
   As an ecosystem player, QETCI serves and supports all entities, big or small. A service mindset keeps us aligned with our mission.

Final Reflections

Before QETCI's formation, my work offered important lessons. In 2020, while working at a corporate entity, we trained 900 academicians in quantum information and computing. This was in response to widespread interest from institutions eager to start quantum courses. The scale of interest prompted a shift from our traditional support model to a scalable "train the trainer" program.

Calls from students, Ph.D. scholars, faculty and professionals seeking advice or insights reinforced the need for a national-level effort. Questions like "What does the nation need to move forward in quantum?" and "What are the long-term implications for India?" became central to my thought process. These thoughts in turn led to the recognition that a catalyst ecosystem entity was required, which in turn led me to found QETCI, a not-for-profit company whose mission is to enable and accelerate the quantum ecosystem in India and to drive international collaboration in quantum.

QETCI's existence, however, is a collective achievement. As leaders it would be foolish to assume that our roles are the fruits of our own efforts entirely. While my co-founders and I play roles in this journey, the ecosystem's collective effort drives success. Gratitude and humility remain the most powerful mantras as we move forward.

As the poet Robert Frost, an innovator of his time, wrote, "The woods are lovely, dark, and deep, but I have miles to go before I sleep."

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