AI and Quantum Computing

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A Critical Analysis of "AI and Quantum Computers Will Be Frenemies"

25 August 2026

BY SCOTT M. GRAFFIUS | ScottGraffius.com

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Recommended Citation

Graffius, S. M. (2026, August 25). A Critical Analysis of "AI and Quantum Computers Will Be Frenemies". ScottGraffius.com. https://scottgraffius.com/blog/files/critical-analysis-of-ai-and-quantum-computers-will-be-frenemies.html

About This Article

Source information and links for materials cited are provided in the References section.

Introduction

AI and quantum computing are sometimes considered competing technologies. AI is transforming computing now, while quantum computing is being developed to tackle problems that conventional computers struggle to solve. But that framing misses something more interesting. In "AI and quantum computers will be frenemies," published on July 29, 2026, The Economist examines a more complicated relationship. It involves competition but also complementarity and mutual enablement. This critical analysis examines the article’s main arguments, strengths, and limitations and open questions. A separate Note at the end considers the article through the perspective of "exotic team dynamics."

Overview of The Economist Article

The Economist looks at the relationship between AI and quantum computing in three areas: the problems they may address, how the technologies could support each other, and their use of resources.

Problems they may address. Quantum computers may eventually enable high-fidelity simulation of quantum mechanics for applications in materials science, chemistry, and biology. At the same time, AI can use pattern recognition to address some of the same challenges. The article argues that these approaches could be complementary, with quantum simulations producing better data for AI models and AI helping identify promising problems for quantum systems to investigate.

How the technologies could support each other. AI may help with quantum computing challenges such as error correction and software development, while quantum systems may eventually enhance selected AI workloads, including quantum reservoir computing. The article ultimately presents a two-way relationship rather than the more familiar idea of AI simply accelerating progress in another technology.

Resources. AI depends heavily on energy-intensive, GPU-based data centers, while quantum systems require their own specialized infrastructure. The article argues that these differences could create both competition and opportunities for cooperation, particularly as the energy demands of AI continue to grow.

Strengths

The article has several strengths. The top three follow.

1. Rejecting a Zero-Sum Framing

The article’s principal strength is that it rejects a simplistic, zero-sum (one side’s gain is the other’s loss) account of AI and quantum computing. Rather than suggesting that one technology will make the other irrelevant, The Economist recognizes that their capabilities differ and may be complementary. That is an important distinction. Discussions of emerging technologies often become contests over which technology will win, when the more interesting possibility is that both may have important roles.

2. A Compelling Feedback Loop

The distinction between AI-based prediction and quantum mechanical simulation is another strong point. AI can infer patterns from large bodies of data, while sufficiently capable quantum computers may eventually provide more faithful simulations of quantum phenomena. The most interesting possibility is not necessarily choosing between the two. Quantum systems could generate higher-quality data for AI models, while AI could help identify the most promising scientific questions or candidate materials for quantum investigation. The result could be a feedback loop in which each technology increases the usefulness of the other. The Economist presents this as a potentially self-reinforcing cycle rather than a simple division of labor.

3. Reciprocal Technological Support

Another strength is the two-way relationship the article describes. AI may help with quantum error correction and software development, but the relationship could run in the other direction as well. The article points to quantum reservoir computing as one possible way quantum systems could contribute to AI. That is more interesting than the familiar narrative in which AI accelerates the progress of other technologies. The article also reports Telstra’s 90% reduction in AI model training times using quantum reservoir chips.

Limitations and Open Questions

The article has limitations and raises additional questions. Here are three that stand out.

1. Cooperation Is Not Guaranteed

The article’s conclusion that cooperation is likely the winning strategy is plausible, but it is more asserted than demonstrated. Technical complementarity does not automatically produce organizational or commercial cooperation. AI and quantum computing will still compete for capital, specialized talent, research attention, infrastructure, and strategic priority. The article identifies resource competition as one of its three areas of overlap. However, it does not fully explore the institutional conditions that would make cooperation more likely than substitution or rivalry.

2. From Demonstration to Deployment

Technical promise is not the same as demonstrated value. For example, it reports that Telstra reduced AI model training times by 90% using quantum reservoir chips. That is an intriguing result, but important questions remain. What model and workload were involved? What was the baseline? How large was the experiment? What happened to performance quality, energy use, and total cost? And has the result been independently replicated? An impressive early result can be meaningful without demonstrating a broad commercial advantage.

3. The Full Energy Equation

The energy argument also warrants more qualification. Comparing a quantum system with GPU-intensive AI infrastructure on power consumption alone does not establish an end-to-end energy advantage. A fuller assessment would include cooling, control systems, calibration, error correction, classical computing, pre-processing, post-processing, utilization, and the amount of useful computational work actually accomplished. The article poses an important question, but does not fully answer it. Its comparison of quantum systems operating at the megawatt level with much larger GPU data center infrastructure is compelling. But the relevant measure needs to be useful work accomplished per unit of total energy and cost.

Conclusion

The Economist’s "AI and quantum computers will be frenemies" makes a good case that AI and quantum computing should not be viewed simply as rivals. The more interesting possibility is that they could help advance each other. Quantum computing could eventually provide specialized capabilities and higher fidelity simulations, while AI could help with quantum hardware, software, error correction, and identifying high-value problems for quantum systems to tackle.

That vision remains conditional, however. Technical demonstrations do not by themselves establish scalable, economical, or trustworthy real-world value. Much will depend on progress in fault tolerance, rigorous validation, end-to-end evaluation, and responsible governance. The Economist article succeeds as an overview of an important technological relationship. The more difficult questions involve what happens when these technologies move from promising demonstrations to practical, sustained use.

Note: Exotic Team Dynamics Perspective

The Economist touches on ideas relevant to "exotic team dynamics," the novel patterns that emerge when people and advanced artificial intelligence (agentic, autonomous, or autopoietic) collaborate as teammates. The connection becomes more apparent when considering how AI and quantum computing could eventually operate within larger human-led workflows. Humans could establish objectives and constraints, AI could analyze information and generate or prioritize possibilities, quantum systems could perform specialized computations or simulations, and classical computing infrastructure could support data processing, orchestration, control, and verification. The more interesting question is how these capabilities interact - with the output of one participant potentially becoming the input for another and creating feedback loops and new forms of interdependence.

The issue may not ultimately be whether AI and quantum computing become friends, enemies, or "frenemies." Instead, it may be whether organizations can effectively design, lead, and govern increasingly complex teams in which humans, AI, quantum systems, and classical infrastructure work together. Organizations that can effectively navigate the complexities of "exotic team dynamics" will be better positioned to turn these emerging capabilities into competitive advantage.

Scott M. Graffius has generated over $2.51 billion in business value for Fortune 500 companies and other organizations around the world. Put that track record—including expertise in human and human-AI teamwork tradecraft—to work for you. For speaking engagements, use the request form; for other inquiries, email him.

References

Graffius, S. M. (n.d.). Exotic team dynamics. https://scottgraffius.com/exotic-team-dynamics.html

Graffius, S. M. (2025, August 8). Exotic Team Dynamics: The New Frontier of Human–AI Collaboration. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.18048.49921

Graffius, S. M. (2025, August 22). Scott M. Graffius Premieres His New "Exotic Team Dynamics: Human-AI Collaboration" Talk at Corporate Event in Las Vegas. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.34380.07047

Graffius, S. M. (2025, October 29). Definitions of Advanced AIs: Agentic, Autonomous, and Autopoietic. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.10025.66402

Graffius, S. M. (2025, November 19). Lessons from Unhinged AI in Fiction: What Rogue AIs in Sci-Fi Storytelling Reveal. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.29673.35687

Graffius, S. M. (2025, November 21). Navigating the Spectrum of Advanced AI – Agentic, Autonomous, and Autopoietic. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.21284.74882

Graffius, S. M. (2025, November 21). This is What Happens When Advanced AI Joins Your Team [Presentation]. Corporate event, Paris, France.

Graffius, S. M. (2025, December 1). Beep Beep! Why Wile E. Coyote Is the Patron Saint of AI Failure. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.35578.15048

Graffius, S. M. (2026, January 3). Scott M. Graffius' Phases of Team Development - Applied to Human Teams and Human-AI Teams: 2026 Update. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.18184.89601

Graffius, S. M. (2026, March 23). Human-AI Teamwork: Master the Exotic Team Dynamics That Emerge When Collaborating with Advanced AI — Or Be Outplayed. ScottGraffius.com. https://scottgraffius.com/blog/files/human-ai-teamwork-master-the-emergent-exotic-team-dynamics-or-be-outplayed.html

Graffius, S. M. (2026, June 22). L'avenir du Travail et de l'IA Avancée / Future of Work and Advanced AI. ScottGraffius.com. https://scottgraffius.com/blog/files/lavenir-du-travail-et-de-lia-avancee.html

Graffius, S. M. (2026, July 2). Quantum Computing, Advanced AI Acceleration, and the Rise of Exotic Team Dynamics in Human-AI Teams. ScottGraffius.com. https://doi.org/10.13140/RG.2.2.14506.99525

The Economist. (2026, July 29). AI and quantum computers will be frenemies. https://www.economist.com/science-and-technology/2026/07/29/ai-and-quantum-computers-will-be-frenemies

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About Scott M. Graffius

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Scott M. Graffius is a strategic transformation leader who drives AI, Agile, and broader business and technology initiatives to deliver measurable value across projects, programs, portfolios, and PMOs. He is an expert in the teamwork tradecraft of both human and human-AI teams, including the “exotic team dynamics” that emerge. He is also an authority on the temporal patterns of social media, including the half-life of audience engagement.

He’s a practitioner, researcher, thought leader, award-winning author, and keynote speaker who’s taken the stage at 98 conferences and other events across 25 countries.

He’s delivered over $2.51 billion in value for Fortune 500 companies and other leaders in technology, entertainment, financial services, healthcare, and beyond.

Businesses, professional associations, government agencies, and universities use Graffius and feature his work. Examples include Adobe, Bayer, Boston University, Ford, Gartner, Harvard Medical School, IEEE, Johns Hopkins University, Microsoft, MSN, National Academy of Sciences, Oracle, Pinterest Inc., Project Management Institute, UC San Diego, Verizon, Yale University, and others.

The following sections provide additional information on his experience, contributions, and influence.

Experience

Graffius heads the professional services firm Exceptional PPM and PMO Solutions, along with its subsidiary Exceptional Agility. These consultancies offer strategic and tactical advisory, training, embedded expertise, and consulting services to the public, private, and government sectors. They help organizations enhance their capabilities and results in agile, project management, program management, portfolio management, and PMO leadership, supporting innovation and driving competitive advantage. The consultancies confidently back services with a Delighted Client Guarantee™.

Graffius is a former VP of project management with a publicly traded provider of diverse consumer products and services over the Internet. Before that, he ran and supervised the delivery of projects and programs in public and private organizations with businesses ranging from e-commerce to advanced technology products and services, retail, manufacturing, entertainment, and more.

He has experience with consumer, business, reseller, government, and international markets.

Award-Winning Author

Graffius has authored three books.

Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions, his first book, earned 17 awards.
Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change, his second book, was named one of the best Scrum books of all time by BookAuthority.
Agile Protocol: The Transformation Ultimatum, his third book and his first work of fiction, was released in April 2025. The book trailer is on YouTube.

International Public Speaker

Organizations worldwide engage Graffius to present on tech (including AI), Agile, project management, program management, portfolio management, and PMO leadership. He crafts and delivers unique and compelling talks and workshops. Graffius has conducted 98 sessions across 25 countries. Select examples of events include Agile Trends Gov, BSides (Newcastle Upon Tyne), Conf42 Quantum Computing, DevDays Europe, DevOps Institute, DevOpsDays (Geneva), Frug’Agile, IEEE, Microsoft, Scottish Summit, Scrum Alliance RSG (Nepal), Techstars, and W Love Games International Video Game Development Conference (Helsinki), and more.

With an average rating of 4.81 (on a scale of 1-5), sessions are highly valued.

The speaker engagement request form is here.

Thought Leadership and Influence

Prominent businesses, professional associations, government agencies, and universities have showcased Graffius and his contributions—spanning his books, talks, workshops, and beyond. Select examples include:

Adobe,
American Management Association,
Amsterdam Public Health Research Institute,
Bayer,
BMC Software,
Boston University,
Broadcom,
Cisco,
Coburg University of Applied Sciences and Arts - Germany,
Computer Weekly,
Constructor University - Germany,
Data Governance Success,
Deimos Aerospace,
DevOps Institute,
Dropbox,
EU's European Commission,
Ford Motor Company,
Gartner,
GoDaddy,
Harvard Medical School,
Hasso Plattner Institute - Germany,
IEEE,
Innovation Project Management,
Johns Hopkins University,
Journal of Neurosurgery,
Lam Research (Semiconductors),
Leadership Worthy,
Life Sciences Trainers and Educators Network,
London South Bank University,
Microsoft,
MSN,
NASSCOM,
National Academy of Sciences,
New Zealand Government,
Oracle,
Pinterest Inc.,
Project Management Institute,
Mary Raum (Professor of National Security Affairs, United States Naval War College),
SANS Institute,
SBG Neumark - Germany,
Singapore Institute of Technology,
Torrens University - Australia,
TBS Switzerland,
Tufts University,
UC San Diego,
UK Sports Institute,
University of Galway - Ireland,
US Department of Energy,
US National Park Service,
US Soccer,
US Tennis Association,
Verizon,
Wrike,
Yale University,
and many others.

Graffius has played a key role in the Project Management Institute (PMI) in developing professional standards. He was a member of multiple teams that authored, reviewed, and produced:

The Standard for Artificial Intelligence in Portfolio, Program, and Project Management
Agile Practice Guide – Second Edition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Eighth Edition
A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition
The Standard for Program Management – Fourth Edition
Practice Standard for Work Breakdown Structures – Second Edition
The Practice Standard for Project Estimating – Second Edition

He was also a subject matter expert reviewer of content for the PMI’s Congress. Beyond the PMI, Graffius also served as a member of the review team for two of the Scrum Alliance’s Global Scrum Gatherings.

Acclaimed Authority on Teamwork Tradecraft

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Graffius is a renowned authority on teamwork tradecraft. Informed by the research of Bruce W. Tuckman and Mary Ann C. Jensen, over 150 subsequent studies, and Graffius' first-hand professional experience with, and analysis of, team leadership and performance, Graffius created his "Phases of Team Development" intellectual property as a unique perspective and visual conveying the five phases of team development. First introduced in 2008 and periodically updated, his work provides a diagnostic and strategic guide for navigating team dynamics. It provides actionable insights for leaders across industries to develop high-performance teams. Its adoption by esteemed organizations such as Yale University, IEEE, Cisco, Microsoft, Ford, Oracle, Broadcom, the U.S. National Park Service, and the Journal of Neurosurgery, among others, highlights its utility and value, solidifying its status as an indispensable resource for elevating team performance and driving organizational excellence. In 2026, Graffius added human-AI teamwork—including the "exotic team dynamics" which emerge when advanced AI collaborates as a teammate—to his "Phases of Team Development."

The 2026 edition of Graffius' "Phases of Team Development" intellectual property is here.

Expert on Temporal Dynamics on Social Media Platforms

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Graffius is also an authority on temporal dynamics on social media platforms. His "Lifespan (Half-Life) of Social Media Posts" research—first published in 2018 and updated annually—delivers a precise quantitative analysis of post longevity across digital platforms, utilizing advanced statistical techniques to determine mean half-life with precision. It establishes a solid empirical base, effectively highlighting the ephemeral nature of content within social media ecosystems. Referenced and applied by leading entities—such as Fast Company, GoDaddy, Journal of Hand Surgery (European Volume), Ministère de la Culture (French Ministry of Culture), Pinterest Inc., PNAS, and Telecommunications Policy, among others—his research exemplifies methodological rigor and sustained significance in the field of digital informatics.

The 2026 edition of Graffius "Lifespan (Half-Life) of Social Media Posts" research is here.

Education and Professional Certifications

Graffius has a bachelor’s degree in psychology with a focus in Human Factors. He holds eight professional certifications:

Certified SAFe 6 Agilist (SA),
Certified Scrum Professional - ScrumMaster (CSP-SM),
Certified Scrum Professional - Product Owner (CSP-PO),
Certified ScrumMaster (CSM),
Certified Scrum Product Owner (CSPO),
Project Management Professional (PMP),
Lean Six Sigma Green Belt (LSSGB), and
IT Service Management Foundation (ITIL).

He is an active member of the Scrum Alliance, the Project Management Institute (PMI), and the Institute of Electrical and Electronics Engineers (IEEE).

Advancing AI, Agile, and Project/PMO Management

Scott M. Graffius continues to advance the fields of AI, Agile, and Project/PMO Management through his leadership, research, writing, and real-world impact. Businesses and other organizations leverage Graffius’ insights to drive their success.

Discover Scott’s Books

Connect with and follow Scott on LinkedIn, X, YouTube, Facebook, Threads, Bluesky, Mastodon, and ResearchGate.

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List of Additional Articles

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How to Cite This Article

Graffius, S. M. (2026, August 25). A Critical Analysis of "AI and Quantum Computers Will Be Frenemies". ScottGraffius.com. https://scottgraffius.com/blog/files/critical-analysis-of-ai-and-quantum-computers-will-be-frenemies.html

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Digital Object Identifier (DOI)

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Content Acknowledgements

Names, marks, and content are the property of their respective owners. "AI and Quantum Computers Will Be Frenemies" is the property of The Economist. The Economist name, mark, and content are the property of The Economist Newspaper Limited. This critical analysis by Graffius includes limited excerpts of "AI and Quantum Computers Will Be Frenemies," attributed and used under the fair use doctrine for purposes of news reporting, commentary, and analysis.

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#AI
#QuantumComputing
#ArtificialIntelligence
#HumanAI
#ExoticTeamDynamics
#AIResearch
#QuantumTechnology
#EmergingTechnology
#AIInnovation
#FutureOfWork
#TechStrategy
#TheEconomist

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Post-Publication Notes

If there are any supplements or updates to this article after the date of publication, they will appear here.

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Tags: Artificial Intelligence • Quantum Computing • AI Strategy • The Economist • Future of Work • Technology Innovation • Emerging Technology • Quantum Technology • Human-AI Collaboration • Exotic Team Dynamics • AI Research • AI and Quantum Computing