The programme has been prompted by rapidly changing geopolitical developments, which have highlighted how vulnerable organisations can become through dependence on external parties. For a university, maintaining control over its own digital infrastructure and data is of vital importance. In addition to developing a long-term vision for digital autonomy, the university is therefore also working on a practical ‘digital emergency kit’ to ensure that essential processes can continue during crises or emergencies.
A growing need for greater digital autonomy
Over the past decades, Radboud University has become increasingly dependent on a limited number of technology companies, most of them based in the United States. While this has often felt convenient and familiar, it also brings risks, for example in relation to data access, system availability and freedom of choice.
The need for greater digital autonomy was strongly underlined last year by an open letter signed by hundreds of staff and students. In response, the Executive Board acknowledged these concerns and expressed its commitment to pursuing a course towards reduced dependence on Big Tech. The Digital Sovereignty Programme now gives concrete shape to that ambition.
Appointment of Programme Managers for Digital Sovereignty
To lead this transition, Lars Burgers and Joep Bos-Coenraad have been appointed as Programme Managers for Digital Sovereignty. They will be responsible for developing and leading the programme over the coming years.
‘We are working towards a digital environment that befits an independent university,’ say Burgers and Bos-Coenraad. ‘In doing so, we are actively seeking collaboration with other universities, learning from best practices elsewhere, and aiming to take the lead in developing and adopting technologies through which Radboud University can set the standard. We are looking for colleagues who want to play a pioneering role, as well as colleagues for whom this transition may feel less obvious. It is only by working together that we can make this transformation a success.’
Speaking about their shared role, they add: ‘We both have a strong connection with our university and a great affinity with this subject. Our different professional backgrounds, networks and personal qualities complement each other well. It is an urgent task, and one that we have embarked upon with great energy.’