Digital Sovereignty in Live Operation: Why Schleswig-Holstein Sets Standards with Open Source

The decision by the state government of Schleswig-Holstein to consistently switch its administration to open source software is more than a political signal. It is a real, technically demanding transformation of a complex IT landscape – under full load, with around 60,000 employees, ongoing judicial and administrative operations, and clear strategic goals. This is precisely why this step is exemplary.

The oft-cited phrase “open source is difficult” falls short. The actual statement of this project is: Digital sovereignty is achievable – if you are willing to take responsibility for your own IT.

Not a Pilot Slide, but Productive Operation

Since 2024, Schleswig-Holstein has been pursuing a statewide open source strategy affecting central basic components of administrative IT:

• Office Software: Introduction of LibreOffice as the standard
• Email & Calendar: Full migration of the state mail system (110 million emails and calendar entries)
• Collaboration: Step-by-step replacement of Microsoft SharePoint with Nextcloud
• Operating Systems: Preparation of a widespread Linux workstation
• Other Systems: Planning to switch telephone systems to open source solutions

This is not a test run in a single agency, but a systemic overhaul of the IT foundation of a federal state.

Technical Reality Instead of Marketing Narratives

The article from heise online openly names the challenges: changed user interfaces, adjustment period for employees, criticism from parts of the judiciary. These points are to be expected, both technically and organizationally. They are not evidence against open source, but an expression of how deeply proprietary software is embedded in processes, training, and mindsets.

From a technical perspective, what is crucial is:

• The open source solutions used are not niche products, but in use by millions.
• The challenges lie primarily in migration, training, and change management, not in missing functionality.
• The state retains control over data, operating processes, and further development.

Economic Effects: Traceable and Measurable

A central driver of the decision was not ideology, but cost and risk control. Schleswig-Holstein clearly quantifies the effects:

• 15 million euros saved in license costs, which no longer flow to monopolistic providers
• 9 million euros one-time investment (2026) for migration, modernization, and building internal structures
• Reinvestment of funds into the regional digital location, instead of outflow into global licensing models

This is particularly relevant for decision-makers: Open source shifts expenditures from ongoing license costs to investments in competence, integration, and operation.

Proprietary Dependency vs. Open Source Strategy

A structured comparison helps with classification:

These differences are directly relevant for administrations, but also for companies with regulated or critical processes.

Linux Workstation and Specialized Procedures: The Next Step

Particularly interesting for developers and IT architects is the announced next focus: the modernization of specialized procedures as a prerequisite for a widespread Linux workstation. This shows strategic understanding: An operating system change is only sensible if the applications above it move along.

The announced modernization of the E-Akte (Electronic File) solution is a key project in this regard. It decides whether open source can sustainably support not only infrastructure but also specialized logic.

Why This Project Is Exemplary

Schleswig-Holstein fulfills several criteria missing in many open source strategies:

1. Consistency: No isolated solutions, but a systemic approach
2. Transparency: Open naming of problems and costs
3. Scaling: Implementation on a large scale
4. Sovereignty: Focus on control instead of convenience

For other federal states, municipalities, and also large organizations, this is a resilient reference project. It shows that open source is not a risk, but a manageable architecture and organizational project.

Conclusion

Digital sovereignty does not arise through commitments, but through operational decisions. Schleswig-Holstein makes these decisions – consciously, fact-based, and against short-term convenience. This is exactly what makes this path exemplary.

Anyone who still argues today that open source is not suitable for critical administrative or corporate IT must measure themselves against this project.

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