On building a more flexible, agile and entrepreneurial VU Amsterdam
After seven years, Marcel Nollen is stepping down as Vice-President and member of the Executive Board of Vrije Universiteit Amsterdam. In this farewell interview, he reflects on an eventful period on the Board and on the work, both visible and less visible, that keeps the university running.
When Nollen took office in October 2019, he thought that, for the first time in his career as an administrator, he was joining an organisation that was not facing an acute crisis. A few months later, the coronavirus pandemic began. It marked the start of a term characterised by major changes and significant challenges: from the introduction of a new central IT and administration system and making the campus more sustainable, to new buildings, financial adjustments and growing concerns about safety and security. Nollen discusses collegial governance, difficult decisions, giving people room to act and the importance of celebrating success. “My time on the Executive Board means a great deal to me. Above all, I will remember the people: the colleagues I had the privilege of working with, and the tremendous commitment and energy I encountered throughout VU Amsterdam.”
You joined VU Amsterdam’s Executive Board in October 2019. How did the role come your way?
“It was fairly straightforward. A headhunter approached me and asked whether the role might be something for me. A series of interviews followed, and I became increasingly enthusiastic as the process went on. I still clearly remember the then Chair of the University Student Council being asked whether, and on what basis, the Council could support the appointment of “an old white man” to VU Amsterdam’s Executive Board. Her response was along the following lines: our Executive Board currently consists of Mirjam van Praag and Vinod Subramaniam; if we truly want diversity, perhaps what we need now is precisely an old white man. You could hardly wish for a warmer welcome, could you?”
At the time, the Supervisory Board also asked what you wanted to stand for as a member of the Executive Board. What was your answer?
“That it was not about me, but about VU Amsterdam; about its people and the institution. I strongly believe in collegial governance. You cannot do this work alone. You need complementary skills, mutual trust and a willingness to help one another. I did not mind if the President or Rector Magnificus had a more prominent role within the Executive Board than someone like me. As I always say: one person makes the bed and another gets to lie in it. I am usually the one who makes the bed, and I am perfectly comfortable with that.”
What struck you when you first joined VU Amsterdam? Was there anything you immediately wanted to change?
“Before joining VU Amsterdam, I had worked for the Dutch Ministries of Transport, Public Works and Water Management and of Education, Culture and Science, among other organisations, and had served on the executive boards of a regional training centre and Inholland University of Applied Sciences. I had always thought that bureaucracy was primarily a feature of government, but VU Amsterdam is quite capable of it too. That was something I wanted to address: I wanted to make the organisation more flexible and agile and enable it to make decisions more quickly. I also felt there was quite a distance between the Executive Board and the faculty boards. We invested considerably in strengthening those relationships. Particularly in times of crisis, people need to be able to reach one another easily and operate as a single team: one team, one task. It was also the first time I had joined an organisation that was not facing an acute crisis. My previous executive roles had always involved a recovery process or a complex starting position. I thought: at last, I am joining an organisation where things are relatively calm. A few months later, the coronavirus pandemic began. So there was no shortage of crises after all.”
‘I thought bureaucracy was primarily a feature of government, but VU Amsterdam is quite capable of it too’
You led the crisis team during the coronavirus pandemic. How do you look back on that period?
“They were two difficult years. Our aim throughout was to allow teaching and research to continue as far as possible. Thanks to the tremendous efforts of a great many colleagues, we moved almost all teaching online within a week. At the same time, we tried to keep the campus and library open as much as the rules allowed. We were one of very few universities to do so. We were also the first higher education institution to set up a rapid testing facility. That was typical of how we worked at the time: quickly identifying what was possible and then simply making it happen. What I found particularly special was the team that emerged during that period. We also involved the Works Council closely in the crisis team. Instead of making decisions and finding ourselves on opposing sides afterwards, we tried to work together from the outset and share responsibility. This fostered mutual understanding and trust. That close collaboration means a great deal to me. A crisis does not only present challenges; it also reveals what can be achieved when people join forces. During the pandemic, we accomplished things that might previously have seemed impossible. Through VUture, we tried to retain that way of working and make the organisation more adaptable and agile. We also worked to enable the support services to operate more as a single entity. When organising events, for example, C&M, FCO, AV and SOZ now collaborate more closely, so colleagues no longer have to approach a range of different services separately. In some areas, this has created more of a “one-stop shop”. Never waste a good crisis, as the saying goes. That may sound somewhat glib after such a difficult period, but it contains an important truth: the lessons you learn under pressure should not be allowed to disappear once calm returns.”
Not long afterwards, major problems arose during the introduction of MARS, the new central IT and administration system. How did you experience that period?
“That was another major crisis. We said goodbye to the old system and moved to the new one, but problems arose with areas including orders, reporting, recruitment and payroll processing. The organisation worked incredibly hard to get everything functioning properly again. Many colleagues went to extraordinary lengths to help wherever they could. But if I ask myself what, in hindsight, I would have wanted to go differently, the answer is undoubtedly the MARS implementation. It did not go as it should have done, and I hold myself accountable for that too. It caused the organisation a great deal of difficulty and should not have happened in this way. What we did do well afterwards was reflect extensively on what had happened. We tried to resolve the problems, but more importantly, we held discussions about what had gone wrong and what needed to improve structurally. Ultimately, the system was made fully operational again, thanks to the enormous efforts of a great many colleagues.”
‘Operations are not an end in themselves; they should enable the university to do its work’
Your portfolio included many of the activities that keep the university running from day to day, but which generally remain out of sight. How has the ‘university behind the university’ changed over the past seven years?
“I hope my most important contribution has been to help make VU Amsterdam more flexible, agile and entrepreneurial. Through VUture, we sought to improve decision-making and operations. Not everything has been completed, and in some areas we could have made more progress, but meaningful steps have certainly been taken. The resource allocation system, for example, has been improved and accelerated. Lifelong Learning received a major boost and subsequently, thanks in part to the work of many colleagues, really took off. Changes have also been made to educational logistics. As the university grew, timetabling and space planning became increasingly complex. I therefore strongly advocated the use of a fifth teaching period. That required extensive consultation with the Works Council and the University Student Council, but it has now created more room and flexibility in the timetables. For me, the central question is always: what does the organisation need in order to facilitate high-quality teaching and research? Operations are not an end in themselves. They should enable the university to do its work.”
The campus also changed considerably during your time on the Executive Board. What are you most proud of?
“I think the NU Building is a wonderful example. We made a great many adjustments to turn it into a multifunctional building, incorporating the theatre, cinema and VU ART SCIENCE gallery, among other facilities. Spaces should not be limited to a single function; ideally, you want to be able to use them for two or even three different purposes. I was also involved in the new Research Building from the outset. It was during the pandemic that we had to decide whether to proceed. Financially and from a governance perspective, that was quite a tense decision, but I was convinced that VU Amsterdam needed this building. Together with the Supervisory Board, the participation bodies and many other expert colleagues, we went through a careful decision-making process. We now have a state-of-the-art research building with high-quality laboratories. Part of the building was specifically designed for low-vibration research, in which even the slightest environmental vibrations can affect measurements. This allows us to offer our researchers facilities that meet the highest standards. That is something we can be truly proud of. Construction of the Matrix Innovation Center has also progressed considerably. The building brings greater entrepreneurship to the campus and contributes to an ecosystem in which VU Amsterdam collaborates with other knowledge institutions and external partners; not as “competitors” facing one another, but by working together. I think that is a wonderful development. Of course, accommodation is not only about impressive openings. It is also about ensuring continuity when temporary buildings have to close, examination venues are no longer available or old buildings need to be dismantled safely. That less visible work is also essential to keeping the university running.”
‘It was a tense decision, both financially and from a governance perspective, but I was convinced that VU Amsterdam needed this building’
VU Amsterdam also made great strides in making the campus more sustainable. Which changes stand out for you?
“A great deal has been achieved: improved thermal energy storage, green roofs, solar panels and further steps towards more sustainable catering. These are very tangible changes that reflect our responsibilities as a university. VU Amsterdam’s high positions in the SustainaBul rankings show that all these efforts are producing results. Ultimately, however, it is not about our position in a league table; it is about making our values visible in the way we use our buildings, procure goods and services, and manage energy and raw materials.”
You were also responsible for VU Amsterdam’s financial health. How do you strike a balance between great ambitions and financial constraints?
“Good governance sometimes requires courage and sometimes restraint. With the Research Building, despite the uncertain circumstances, we said: this is something we have to do. But there are also plans in which a great deal of time and energy has been invested, only for you to conclude eventually that the conditions are not good enough. That was the case with Sapiëns, for example, the research institute we wanted to establish with Naturalis and Inholland in the heart of the Zuidas district. We worked very hard to make it happen and many colleagues tried to turn it into a success. Ultimately, I did not have sufficient confidence that the conditions were right for VU Amsterdam. At a certain point, you have to make a decision, however regrettable that may be. We also tried to anticipate the funding cuts announced by the government at an early stage. We quickly recognised the scale of the potential consequences for VU Amsterdam’s finances. We therefore developed scenarios and began assessing in good time the extent of the adjustments that would be needed. One important element was the development of our education portfolio: which degree programmes and disciplines can we continue to offer in their current form, where can we collaborate with partners and where are choices unavoidable? So far, the adjustment process has remained relatively controlled, despite the pain of the decisions and the considerable political pressure and uncertainty. I am pleased to have made my own contribution to that process. Governance does not mean that everything is possible. It means weighing matters carefully, having the courage to choose and then taking action. ‘Geen woorden maar daden’ (actions speak louder than words). As a Feyenoord supporter, I could hardly put it any other way.”
‘Good governance sometimes requires courage and sometimes restraint’
Alongside financial and physical safety, social safety also received considerable attention. What does a safe university mean to you?
“The wellbeing of our people is something I care deeply about. That is why I believe it is important not only for social safety to be properly organised on paper, but also for students and staff to know where they can turn and to trust that concerns will be taken seriously. Important steps have been taken by appointing confidential counsellors and ombuds officers for students and staff, and by creating a more robust organisation around social safety. Many colleagues in HR and the Social Safety team have worked on this with tremendous dedication and drive. Problems should not merely be resolved on a case-by-case basis; at the same time, you want to understand clearly what causes them and, wherever possible, address them at their root. I was able to make a small contribution to that. It is something I am pleased and proud to have done. But social safety requires continuous attention. The work is never finished.”
At the same time, a university must make room for debate, peaceful protest and clashing perspectives. Where do you draw the boundaries?
“That remains a complex balancing act. Academic freedom and activism are part of a university. There should be room for friction and rebellion. At the same time, you must constantly consider what is decent and humane. Freedom certainly does not mean an absence of boundaries. The question is always: how do we make room for differences of opinion without people being intimidated or feeling unsafe? There is no simple formula. The past few years have shown just how much impact such situations can have on an organisation – and, not least, on me personally.”
On 10 June 2025, you were attacked during a violent incident on campus. The criminal proceedings are still ongoing. How has this event affected you?
“The fact that this could happen on our own campus was an absolute low point for me. The consequences have been profound; I still feel them every day. It has had an enormous impact. I eventually had to take sick leave in March and went through an extremely intense period. As the criminal proceedings are still ongoing, I cannot and do not wish to discuss the circumstances or details any further. But this is certainly not how I would have wanted to say goodbye to my role on the Executive Board. At the same time, I am deeply grateful for the support I received from the organisation and from colleagues. The care and warmth I experienced have meant an enormous amount to me.”
When you took office, you emphasised the importance of collegial governance. How do you look back on that collaboration, and how did it develop over the years?
“I look back with great appreciation and warmth on the collaboration within the Executive Board in its various compositions: first with Mirjam van Praag and Vinod Subramaniam, and later with Jeroen Geurts and Margrethe Jonkman. Collaboration with the Supervisory Board, the Works Council, the deans and the directors was important too. Of course, we sometimes disagreed. But ultimately, we were all committed to the same thing: the interests of VU Amsterdam. It mattered to me that the university’s senior leadership increasingly became a single team. That was not something we could take for granted at the outset, but it genuinely developed over the years. Mutual trust, challenging one another and helping one another are immensely valuable. I hope that progress will be maintained. I have always tried to combine a businesslike approach with humanity. You need to be able to make tough decisions, but I also genuinely want to be there for the people I work with. That combination of a businesslike administrator and a people person suits me.”
What makes VU Amsterdam so special to you?
“The tremendous sense of commitment. At VU Amsterdam, we want to give students more than high-quality teaching and subject knowledge alone. We also focus on global citizenship, social engagement and broad personal development. You can see this in A Broader Mind and in the idea that this is a place where you do not merely become something, but someone. That broader mission also attracts a certain kind of person: colleagues and students who want to contribute to it. In a sense, that becomes self-reinforcing. You see it not only in teaching and research, but also in the space afforded to sport, art and culture, for example. That is an important strength of VU Amsterdam, and something I care about deeply.”
You are stepping down from the Executive Board, but will remain connected to VU Amsterdam. How do you view that transition?
“This summer, I went on a pilgrimage in Armenia, travelling from monastery to monastery. It felt like a rite of passage: a good moment to reflect on what has been while also looking ahead to what comes next. As for the latter, I will be working on university-wide projects at VU Amsterdam in the period ahead. I will be working on a complex financial matter. New activities outside VU Amsterdam will also come my way. But first, I want to manage this transition with care.”
‘Actions speak louder than words – and remember to celebrate those actions too’
Finally, what would you like to say to the VU Amsterdam community?
“Hold on to the momentum towards a more flexible, agile and entrepreneurial university. We are on the right track, but we need to keep moving forward. Always do so, however, from the values that make VU Amsterdam special. Here, we do not only prepare students for a profession or career; we also help them become someone: people who use their knowledge not only for themselves, but who also take responsibility for society. And celebrate what is going well. Celebrate your successes – there are plenty of them! At VU Amsterdam, we are not always very good at that yet. Perhaps that is the Catholic in me, in an institution with Protestant roots. But an organisation that focuses only on what still needs to improve can become a rather heavy place. Pausing together to appreciate what has been achieved gives us energy for the next step. Keep doing, keep celebrating and never lose sight of who we are doing it all for. I am grateful to have been part of the leadership of this remarkable university for seven years. My place at the Executive Board table will disappear, but my connection with VU Amsterdam will not. VU Amsterdam will always have a place in my heart.”