Indian CEOs place great importance on AI governance, with a significant 71% believing that trusted AI is impossible without effective AI governance in organizations. A global study of 3,000 CEOs conducted by IBM Institute for Business Value, in cooperation with Oxford Economics, reveals a number of interesting aspects about workforce, culture and governance challenges faced by Indian CEOs while navigating AI journeys. 

According to the study, 75% Indian CEO respondents say governance for generative AI must be established as solutions are designed, rather than after they are deployed. At the same time, the study also noted a contrast in actual adoption of AI governance policies with only 42% Indian CEO respondents saying they have good generative AI governance in place today.

The survey also highlights other key challenges around workforce. 75% of Indian CEO respondents say that inspiring their team with a common vision produces better outcomes than providing precise standards and targets. Yet 31% acknowledge that their employees don’t fully understand how strategic decisions impact them.

Sandip Patel, Managing Director, IBM India & South Asia said, “As Indian CEOs navigate AI-led transformations within their organizations, they recognize the need for AI guardrails so that they derive real business value responsibly for growth and competitive success. However, our study reveals a gap between their intention and actual implementation. This scenario highlights the complexity of implementing AI governance, hence making a strong case for partnering with trusted experts to develop and execute effective practices and policies.”

Other key study findings include:

People and skills are at the heart of successful generative AI adoption

• 71% of Indian CEOs surveyed say that succeeding with AI will depend more on people’s adoption than the technology itself
• 49% of Indian CEO respondents says they are hiring for Gen AI roles that didn’t exist last year
• CEOs surveyed from India say 34% of their workforce will require retraining and reskilling over the next three years – up from just 6% globally in 2021

Indian CEOs recognize it takes a cultural shift to successfully scale AI, but face organizational collaboration and adoption challenges.

• 70% of Indian CEOs surveyed say their organization’s success is directly tied to the quality of collaboration between finance and technology, yet nearly half (48%) say competition among their C-Suite executives sometimes impedes collaboration.
• Nearly half (48%) of those surveyed from India acknowledge that cultural change is more important to becoming a data-driven organization than overcoming technical challenges.
• 58% of Indian CEO respondents say they are pushing their organization to adopt generative AI more quickly than some people are comfortable with

Customer experience and product & service innovation are top priorities, regulatory constraints might be hindering long-term progress

• Indian CEOs surveyed ranked customer experience and product & service innovation as their highest priorities for the next three years
• 59% of respondents say they are willing to sacrifice operational efficiency for greater innovation.
• However, nearly half (48%) of Indian CEOs surveyed point to regulatory constraints as their top barrier to innovation.
• Today, only 32% of the Indian CEO respondents are primarily funding their generative AI investments with net new IT spend, with the remaining 68% reducing other technology spend.

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As Wimbledon fever grips the world, a Generative AI-powered tool will help fans across the globe to stay up to date with personalized player stories. The All England Lawn Tennis Club, also known as the All England Club where the Wimbledon championship is held, has expanded its three-decade long partnership with IBM to further leverage GenAI. 

The tech giant’s partnership with the All-England Lawn Tennis Club (AELTC) has driven digital transformation at Wimbledon for more than 30 years. This year, we will witness a new feature for the Wimbledon digital experience that will leverage match data with generative AI from IBM’s AI and data platform, watsonx, to keep fans updated on the world’s leading players as they advance through The Championships.

The new ‘Catch Me Up’ feature displays pre and post-match player cards with AI-generated player stories and analysis via wimbledon.com and the Wimbledon 2024 App. Player cards will be personalised based on user preferences and data such as their location and myWimbledon profile, starting with their favourite players. Pre-match content will include analysis of recent performance and likelihood to win predictions, and post-match it will include key statistics and highlights. The feature will also create longer-form daily summaries of play.

‘Catch Me Up’ was built using IBM’s Granite large language model (LLM) to provide AI-generated text using the capabilities of the watsonx platform. The model has been trained on the Wimbledon editorial style and will be monitored by the All England Club. The new feature is designed to help Wimbledon scale its content to both new and existing tennis fans globally, as well as provide fans access to timelier, curated coverage across ladies’ and gentlemen’s singles matches which are often happening simultaneously.

This year, Wimbledon will also use generative AI to provide coverage of a broader range of matches than was previously available, including wheelchair events, to offer more to Wimbledon’s diverse international audience. This will form part of a redesigned digital match centre, known as IBM Slamtracker, available on the Wimbledon App and wimbledon.com. Using generative AI built from watsonx, IBM Slamtracker has been enhanced to  provide bullet point-based match previews and post-match reviews for ladies’ and gentlemen’s singles matches.

“We are committed to offering fans the highest quality Wimbledon experience, whether it’s in person or digitally. Generative AI allows us to scale our ability to provide different types of content for fans wherever they are in the world in a way that’s personalised for them. This year’s new Catch Me Up feature will make it easier for fans to follow the key storylines as they emerge throughout The Championships.”

Chris Clements, Digital Products Lead at the All England Club, 

“The new Catch Me Up feature is an exciting example of how we can use the power of generative AI to deliver compelling, insight-driven storytelling at scale. For 35 years, IBM and Wimbledon have been co-creating solutions that make fans feel more connected to all the on-court action, and our new research confirms they are beginning to understand the positive impact technologies such as generative AI can have on their digital experiences…”

Jonathan Adashek, Senior Vice President of Marketing and Communications for IBM

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When Mitali Biswas left her highly fulfilling role at IBM to become the CIO of a leading hospital in Kolkata, she was led solely by her conviction. Four years later, after successfully navigating the COVID-19 crisis which came along rather unexpectedly, she has embraced the role of a CIO with all its virtuosity. 

The secret sauce is her inside-out approach to digital transformation with a firm focus on impactful outcomes. She is the sort of a technology leader who has seen the best of transformation programs globally and yet champions a more grounded approach while crafting a technology roadmap at CK Birla Hospitals. 

In this exclusive video interaction, Mitali takes us through her fascinating journey as a healthcare CIO and how the sector is set to transform itself with the help of AI, IoT, wearables and other technologies. 

The CK Birla group of Hospitals comprises esteemed institutions such as the Calcutta Medical Research Institute (CMRI), a premier multispecialty hospital located in Kolkata, alongside the renowned BM Birla Heart Research Centre in Kolkata and the Rukmani Birla Hospital in Jaipur. With a rich legacy spanning over 50 years, these hospitals have collectively provided care to more than 1.8 million patients.

Mitali believes that AI has the ability to revolutionize the healthcare sector and save more lives. 

“AI has potential to significantly transform the clinical decisions support systems, by helping doctors diagnose faster and more accurately using data. Radiology imaging is emerging as a strong use case today. Imagine AI being used to accelerate the diagnosis process of brain strokes using MRI images – we will be able to save a lot more lives this way,” she says. 

She discussed some key roadblocks to AI adoption in healthcare from an Indian context. “In healthcare, we are dealing with human lives and there must be the trust and evidence that the AI systems are 100 percent right. That’s the reason why acceptance and change management remain the biggest challenges.” 

Mitali also highlights some key challenges in implementing AI in healthcare including the prevalence of manual processes, and the data management & data sharing issues that CIOs face. “It’s important to get the entire ecosystem in the healthcare sector to work together. Government plays a key role here. I think we are heading in the right direction with the help of Ayushman Bharat Digital Mission. Enforcement is the need of the hour,” she underscores.  

Watch the full video to learn more about the emerging use cases of IoT and wearables in healthcare and a lot more interesting insights from Mitali. 

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In November 2021, when IBM spun off its infrastructure services to create ‘Kyndryl’, there were quite a few naysayers. Many called it the unshackling of an unwanted part of the business with declining revenues and earnings. Two challenging years down the line, Kyndryl seems to have done a lot of things right. It’s third quarter fiscal 2024 earnings stand as a testimony. 

It beat Wall Street’s expectations, cut its losses by 50% and raised full-year outlook, increasing its stock value by more than 12%. Its 10% revenue decline is attributed to the strategic exit from zero-margin, low-margin revenue streams. At the time of spinoff, about 40% of its contracts were reportedly making little or no profit. 

In Q3 FY24, the company reported double digit growth in its consult revenue, indicating a strong growth in high-margin services. It’s clear that Kyndryl is shedding businesses that added little or no value, and becoming more focused towards areas where it sees higher margins and potential for growth. 

Quite understandably, it was an uphill battle to turn things around, says Karen Forbes, Vice President – Global Go-To-Market and Customer Advocacy at Kyndryl, during her recent visit to Bangalore. 

CIO Dimension caught up with Karen to know more about Kyndryl’s transformation journey. 

Edited excerpts: 

It’s been over two years since the spin off and it’s been a mixed bag, which is not a surprise after a big spin like this. How would you summarize the last two years of Kyndryl’s journey? 

It has been a big journey for us to embed the brand in the market as we stand alongside some of the giants. We had to build a services company that was unshackled by a product company. Two years down the line, we can say with conviction that we are not a legacy spinoff losing money. Our business results clearly project that now. Besides, we are in the new areas of market, we have built new practices and capabilities and are growing those capabilities in our customers. 

Our leadership had two key mandates for us during this massive transition. The first one is to look after our customers, most of whom agreed to stay with us. Secondly, we decided to retain every employee and give them the confidence to come across. Our leadership has done a fantastic job in steering us through that journey.

Two years ago, when the spin was announced, I don’t think many people were placing the bets on us. There was a lot of cynicism out there. But what we achieved in two years is phenomenal and each of us is proud of it. 

Preparing an organization with about 85,000 employees worldwide during a transformation of this scale is not a small feat. What are your learnings? 

The cultural journey has been challenging because we are changing hearts and minds. We were focusing on building confidence among our people. We spent a huge amount of time talking to them about the brand of Kyndryl, the purpose and mission of the brand. 

We created something called the ‘Kyndryl Way’ which talked about the changes we must embrace as we become a services company. For example, most of our teams on the ground never had to work with channel partners or alliances before. We had to teach many new skills to our teams and build trust because this different way of engaging with customers was not usual for us in the ‘old co’. 

The second big vector is our 3A’s strategic objectives that are at the center of our transformation, which is around Alliances, Advanced Delivery and Accounts. We have been making steady progress in all these areas. Our Alliances with tech leaders like AWS, Google and Microsoft have helped us expand our addressable market. Kyndryl Bridge platform has roughly 750 customers performing over 1 billion automations, generating annual savings of $500 million.  

Kyndryl’s hyperscaler partnerships are a significant part of your growth strategy. Tell us a bit more about these alliances. 

We exceeded our alliance revenue targets, with over $300 million generated this year and raised our full fiscal year target to $400 million. We increased our cloud-related capabilities with 38,000 hyperscaler certifications.

Clearly, there is a lot going on in the cloud space. We work with the hyperscalers to help customers understand what their cloud strategy must be VS leading them to a particular hypervisor.  We work together a lot to understand what we can deliver to customers around data management, Gen AI, sustainability, hybrid cloud, FinOps and much more. Some of these areas help us build relationships beyond CIOs to include CFOs, data managers among others.  As our revenue is historically shrinking, it’s important to be in those new places. 

We are also building specific solutions and reference architectures around different industries like financial services and technologies such as genAI and analytics with each of these hyperscalers. So, we are moving the partnership beyond the cloud migration aspect to larger areas. 

How are you modernizing your GTM to align with the new ways of doing things? 

We have been focusing on simplifying how we show up in front of the customer. For example, instead of having multiple specialists as multiple touchpoints, we try to be more cross-practice to solve the customers’ business problem. We start with changing the narrative by focusing on ‘Innovate, modernize and secure’. It’s kind of a flip on from being a product company where you walk in and talk about the products that you like to sell. 

We had an agreement with IBM to use their process and technology at spin. In the last two years, we completely modernized and transformed our front & back offices to “fit-for-purpose” modern IT infrastructure. This helped us consolidate over 80% of the application portfolio we inherited, from over 1,800 business applications to fewer than 360 applications. That made us more efficient and effective in the way we go to market. 

The third important part of the GTM is the skills. We continue to invest heavily on the skills of our people. People are the heart of what we do and they are our most valuable asset as a services company. 

Lastly, would you like to talk about some interesting customer stories from India and the significance of India as a market for Kyndryl? 

India is a particularly exciting market for us. Some of our key customers in India are from the banking and financial sector. A notably big win for us from this sector is Canara Bank which partnered with us to manage and transform their IT operation including the application landscape. We also work a lot of with small finance banks like Suryoday Bank for technology transformation and digital banking. NPCI is another key customer for us, helping them manage their data centers which handle up to 70 billion transactions a month. 

We have some really inspiring stories from our customers like Honda Motorcycle & Scooter India, USDC / Jain University and Dr. Lal Path Labs from India. Most importantly, what we see in India is a market where we can innovate in and scale for the rest of the markets globally.

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Canara Bank has partnered with Kyndryl, the IT infrastructure service provider, to optimize the bank’s business services and operations and modernize its IT infrastructure. As Canara Bank’s IT partner, Kyndryl will augment the bank’s end-to-end IT operations and streamline services delivery across core banking, IT infrastructure, applications, and network operations.

Kyndryl’s solution will provide Canara Bank with an end-to-end view of its business services, risk mitigation using advanced capabilities and tools, and focus on services availability while enhancing observability and reliability. This is aimed at enhancing bank’s customer service experiences.

A unified digital IT services dashboard will provide a single pane of glass view of Canara Bank’s key performance indicators, tools dashboard, and knowledge repositories to the bank’s employees.  

K Satyanarayana Raju, MD & CEO, Canara Bank, said, “Our goal is to improve operational excellence, profitability, and scale to become the ‘Best Bank to Bank with’ in India. We are investing in enhancing our technology core, service and process frameworks, and delivery capabilities to provide state-of-the-art banking services to our customers. Kyndryl’s skills and expertise in building, operating, and managing critical technology for Indian banks will help us in building the future we’ve envisioned.”

Kyndryl will implement a set of advanced tools to create sophisticated preventive and predictive intelligence capabilities. This will help reduce incidents through auto-remediation, shorten maintenance timeframes, and improve application availability. The platform will be optimized to recognize and remediate IT failures and anomalies within the bank’s infrastructure and provide data-driven insights such as outage predictions that will boost the bank’s control over its mission-critical operations.

Lingraju Sawkar, President, Kyndryl India said, “We’re honored to be a trusted partner to Canara Bank. Our approach is focused on ensuring Canara Bank’s business continuity, mitigating risk, and enhancing the Bank’s key business performance indicators…”

IBM spinoff Kyndryl was reportedly competing with IBM to win this key deal from Canara Bank. 

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A new global study from the IBM Institute for Business Value, reveals a widening gap between shopper demands and the current retail offering.

The third biennial consumer study, “Revolutionize retail with AI everywhere: Customers won’t wait,” surveyed nearly 20,000 global consumers and reveals a dissatisfaction with retail experiences, with only 9% of consumers surveyed saying they are content with in-store and 14% content with online shopping.  

Yet technology could play an important role in enhancing the overall shopping experience, with over half of the respondents indicating they are eager for AI enhancements like virtual assistants (55%) and AI applications (59%) as they shop. Influenced by inflation, six in ten consumers surveyed also say inflation has impacted how they shop, with 62% saying that price is a top reason they switch stores or brands.

“In the face of rapidly shifting consumer expectations and the stark realities of today’s economic picture for households, the retail sector is presented with an ongoing challenge—and an unprecedented opportunity,” said Luq Niazi, Global Managing Director at IBM. 

“We are seeing that today’s consumers, faced with more choices and channels than ever, are increasingly making their purchasing decisions based on the cost and the quality of experiences that retailers provide. The IBM IBV Consumer 2024 Study underscores an opportunity for retailers to integrate AI and other technologies into both digital and physical shopping experiences to meet these changing consumer demands and their economic challenges. Leveraging advances in AI technologies, retailers can forge ahead into a new era of commerce and fulfilment, leading with innovation to create shopping experiences that are intuitive, unified, personalized and efficient.”

Noteworthy findings from the study include:

• In-Store Experience Lacks Luster: Despite a preference for physical stores by 73% of those surveyed, only 9% are satisfied with the in-store experience. Consumers surveyed want greater variety of products available (37%), more information about products (26%), and faster checkout (26%) in stores. Most consumers surveyed (65%) are supplementing their in-store experience by using mobile apps while shopping — demonstrating a trend toward a digitally integrated in-store experience. 
• Online Shopping Shortcomings: Online retail isn’t immune to criticism; two-thirds of consumers surveyed discover new products via the web, yet many have expressed dissatisfaction with their online shopping journey, citing challenges finding the products they want (36%), not enough information about products (33%), and a cumbersome return process (33%).
• Consumers Desire Digital Integration: Consumers surveyed showed a strong interest in using AI technology to enhance various aspects of their shopping. Most consumers (59%) said they would like to use AI applications as they shop and 4 in 5 consumers who haven’t used the technology for shopping reported an interest in trying it. Personalization and targeted offerings are in demand, with 52% of consumers surveyed interested in receiving information, advertisements, and offerings from stores that are relevant to their specific interests. Yet there remains a stark satisfaction gap for current AI assistant users surveyed. Only about one-third of responding consumers who have used virtual assistants are satisfied with the experience and nearly 20% were so disappointed that they don’t want to use virtual assistants again, signaling a mismatch between current tech offerings and shopper expectations.
• Economic Forces at Play: Economic challenges, particularly inflation, are influencing shopping behaviors. Consumers surveyed are seeking flexible payment options, with 55% desiring more varied payment options and 46% reporting they would like to pay for their purchase in installments. As inflation and economic uncertainty pinch pocketbooks, 62% of consumers surveyed also say price is a top reason they would switch stores or brands.

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IBM has launched a $500 million venture fund to invest in a range of AI companies – from early-stage to hyper-growth startups – focused on accelerating generative AI technology and research for the enterprise.

The IBM Enterprise AI Venture Fund will invest in current and future AI leaders that are helping businesses around the world realize the potential of AI for business. The fund will provide each startup with opportunities to develop meaningful partnerships with IBM, while gaining operational expertise on product and engineering and go-to-market strategies.

The company aims to capitalize on the latest wave of AI innovation in generative AI with watsonx, the company’s AI and data platform. With the IBM Enterprise AI Venture Fund, the company will grow its ecosystem of AI partnerships – including working with companies leveraging and building on watsonx.

“AI is slated to unlock nearly $16 trillion in productivity by 2030. With the launch of the IBM Enterprise AI Venture Fund, we’re opening another channel to harness the enormous potential of the AI revolution into tangible, positive outcomes for IBM and the companies we invest in,” said Rob Thomas, Senior Vice President, Software and Chief Commercial Officer, IBM. 

The move comes as part of a series of AI initiatives that the company has embarked on. 

In August this year, IBM announced that it is participating in the $235M Series D funding round of Hugging Face, the leading open-source collaboration platform for the machine learning community building the future of AI. IBM has contributed hundreds of open models and datasets on Hugging Face, including the recent release of the Geospatial Foundation Model in partnership with NASA. 

IBM also recently participated in HiddenLayer’s Series A funding to expand its talent base, increase go-to-market efforts, and further invest in its Machine Learning Security (MLSec) Platform. HiddenLayer is the leading security provider for AI models and assets, and this funding round marks the largest Series A funding raised by a cybersecurity company focused on protecting AI this year.

Today’s news builds on the momentum and market adoption of IBM’s watsonx and furthers the company’s strategy of leveraging both third-party and its own AI models to accelerate open innovation in AI. In September, IBM announced the general availability of the first models in the watsonx Granite model series — a collection of generative AI models to advance the infusion of generative AI into business applications and workflows. IBM also confirmed that the standard contractual intellectual property protections for IBM products will apply to IBM-developed watsonx AI models. 

Earlier this year, IBM also announced plans to host Meta’s Llama 2-chat 70 billion parameter model within watsonx, furthering the company’s strategy of leveraging both third-party and its own AI models to maintain open innovation.

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IBM’s watsonx.ai geospatial foundation model – built from NASA’s satellite data – will now be openly available on Hugging Face. It will be the largest geospatial foundation model on Hugging Face and the first-ever open-source AI foundation model built in collaboration with NASA, according to an IBM press release. 

As part of a Space Act Agreement with NASA, IBM set out earlier this year to build an AI foundation model for geospatial data. Its availability on Hugging Face has the potential to advance the efforts to democratize access and application of AI to generate new innovations in climate and Earth science. 

The model is trained jointly by IBM and NASA on Harmonized Landsat Sentinel-2 satellite data (HLS) over one year across the continental United States and fine-tuned on labeled data for flood and burn scar mapping. According to IBM, it has demonstrated to date a 15 percent improvement over state-of-the-art techniques using half as much labeled data. With additional fine tuning, the base model can be redeployed for tasks like tracking deforestation, predicting crop yields, or detecting and monitoring greenhouse gasses.

Access to the latest data remains a significant challenge in climate science where environmental conditions change almost daily. And, despite growing amounts of data — estimates from NASA suggest that by 2024, scientists will have 250,000 terabytes of data from new missions — scientists and researchers still face obstacles in analyzing these large datasets. 

“The essential role of open-source technologies to accelerate critical areas of discovery such as climate change has never been clearer,” said Sriram Raghavan, Vice President, IBM Research AI. “By combining IBM’s foundation model efforts aimed at creating flexible, reusable AI systems with NASA’s repository of Earth-satellite data, and making it available on the leading open-source AI platform, Hugging Face, we can leverage the power of collaboration to implement faster and more impactful solutions that will improve our planet.”

“We believe that foundation models have the potential to change the way observational data is analyzed and help us to better understand our planet,” said Kevin Murphy, Chief Science Data Officer, NASA. “And by open sourcing such models and making them available to the world, we hope to multiply their impact.”

IBM and NASA researchers are also working with Clark University to adapt the model for applications such as time-series segmentation and similarity research.

The news follows IBM’s announcement earlier this year to collaborate with NASA to build an AI model that could speed up the analysis of satellite images and boost scientific discovery. NASA, along with the White House and other federal agencies, has declared 2023 a Year of Open Science to celebrate the benefits and successes created through the open sharing of data, information, and knowledge.

In June, IBM announced the availability of watsonx, an AI and data platform that allows enterprises to scale and accelerate impact of the most advanced AI with trusted data. A commercial version of the geospatial model, which is part of IBM watsonx, will be available through the IBM Environmental Intelligence Suite (EIS) later this year.

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A massive global study comprising 3,000 CEOs from over 30 countries, found that a large majority of CEOs believe in the power of Generative AI in driving competitive advantage. 

 The annual CEO study, CEO decision-making in the age of AI, Act with intention, conducted by the IBM Institute for Business Value, in cooperation with Oxford Economics, found three-quarters of CEO respondents believing that competitive advantage will depend on who has the most advanced generative AI. 43% of CEOs say their enterprises are already using generative AI to inform strategic decisions, 36% for operational decisions, and 50% are integrating it into their products and services. 

However, executives are also weighing potential risks or barriers of the technology such as bias, ethics and security. More than half (57%) of CEOs surveyed are concerned about data security and 48% worry about bias or data accuracy. 

There is also a disconnect between CEOs and their teams when it comes to AI readiness. Just 29% of their executive teams agree they have the in-house expertise to adopt generative AI; only 30% of non-CEO senior executives surveyed say that their organization is ready to adopt generative AI responsibly.

“Generative AI can reduce the barriers to AI adoption and half of CEOs interviewed are actively exploring it to drive a new wave of productivity, efficiency and quality of service across industries,” said Jesus Mantas, Global Managing Partner, IBM Consulting. “CEOs need to assess their company requirements around data privacy, intellectual property protection, security, algorithmic accountability and governance in order to plan their deployment of emerging use cases of generative AI at scale.”

Key study findings include:

CEOs say productivity – and the technology that will help deliver it  – is a pressing priority

• Almost half (48%) of CEOs surveyed pinpoint productivity as a top priority for their organization – up from sixth place in 2022; technology modernization follows as their second highest priority (45%) but CEOs also indicate this is among their top challenges.
• For the fourth consecutive year, CEOs surveyed say technology factors remain the top external force impacting their organization over the next three years.

CEOs are increasingly looking toward operational, technology and data leaders as strategic decision makers

Additional data gathered during the survey indicates the following:

• When asked which C-Suite members will make the most crucial decisions over the next three years, CEO respondents identify COOs (62%) and CFOs (52%).
• The influence of technology leaders on decision making is growing – 38% of  surveyed CEOs point to CIOs (up from 19% a year ago), followed by Chief Technology or Chief Digital Officer (30%) as making the most crucial decisions in their organization.

Generative AI is fueling workforce changes, but broader assessments of its impact on the workforce are lagging

• About 43% of surveyed CEOs say they have reduced or redeployed their workforce due to generative AI, with an additional 28% indicating they plan to do so in the next 12 months.
• At the same time, 46% of CEOs surveyed have hired additional workers because of generative AI, with 26% saying they have plans for more hiring ahead.
• Yet, fewer than one in three CEOs (28%) surveyed have assessed the potential impact of generative AI on their workforces, and 36% say they plan to do so in the next 12 months.

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At the G7 Summit in Japan, IBM announced a 10-year, $100 million initiative with the University of Tokyo and the University of Chicago to develop a quantum-centric supercomputer powered by 100,000 qubits.

Quantum-centric supercomputing is an entirely new, and as of now, unrealized, era of high-performance computing. A 100,000-qubit system would serve as a foundation to address some of the world’s most pressing problems that even the most advanced supercomputers of today may never be able to solve.

For example, such a powerful quantum system could unlock entirely new understandings of chemical reactions and the dynamics of molecular processes. In turn, this could enable researchers to help study climate change through modeling better methods to capture carbon; discover materials to build batteries for electric vehicles and energy grids towards the goal of being cleaner and more sustainable; and uncover more effective and energy-efficient fertilizers.

To usher in this powerful new paradigm, a global collaboration and an activation of talent and resources across industries and research institutions is being initiated. By partnering with the University of Chicago, the University of Tokyo, and IBM’s broader global ecosystem, IBM will work over the next decade to advance the underlying technologies for this system, as well as to design and build the necessary components at scale. 

Moving forward, IBM intends to expand these partnerships to include Argonne National Laboratory and Fermilab National Accelerator Laboratory, both of which are members of the Chicago Quantum Exchange and home to two respective Department of Energy quantum hubs. Importantly, the two laboratories offer capabilities and expertise that can facilitate delivering the technologies envisaged in the race to build a quantum-centric supercomputer.

“Over the past several years, IBM has been at the forefront of introducing quantum technology to the world,” said Arvind Krishna, Chairman and CEO, IBM. “We have achieved significant progress along our roadmap and mission to globally establish useful quantum technology, so much so that we can now, with our partners, truly begin to explore and develop a new class of supercomputing anchored by quantum.”

Building the Blocks of Quantum-Centric Supercomputing

The plans for this quantum-centric supercomputer are expected to involve innovations at all levels of the computing stack, and encompass the convergence of the fields of quantum computing and quantum communication, as well as the seamless integration of quantum and classical workflows via the hybrid cloud.

Because such a computer has never been made before, the first step will be to lay out a blueprint. The design will have to integrate classical computers and quantum computers – a challenging task to date – as well as break new ground in quantum communication and computing technology.

By the end of 2023, IBM intends to debut three cornerstones of its necessary architecture for quantum-centric supercomputers.

Over the next decade, IBM plans to work with university partners and its worldwide quantum ecosystem to evolve how its quantum processors can be connected via quantum interconnects. This work will aim to enable high-efficiency, high-fidelity inter-processor quantum operations and a reliable, flexible, and affordable system component infrastructure to allow scaling to 100,000 qubits.

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