This, in the latest of the “what went wrong?” stories, is a helpful guide to the many errors and faults of Clinton campaign guru Mark Penn, famed for perfecting the art of micro-trending (i.e. slicing and dicing the electorate to cobble together a winning coalition of support). Was it that we all “misunderstood” her (i.e., she really did care about big ideas) or that the media was too harsh? That’s Penn’s take. More realistically, the Clinton team utterly missed the biggest “trend” of all: this was a “change” election. And with a candidate who never connected with voters (“Being human is overrated,” Penn joked) they went from inevitable to desperate in less than a year.
But there is a bigger point here than just confirmation of Penn’s ineptitude. (And, yes, the incompetence of Harold Ickes and others who failed to organize and compete in caucus and Red states is equally to blame.) Hillary Clinton has never overseen a large operation successfully. For all of her talk that she would be “ready on day one,” the only instances of her managerial efforts–the health care task force and her own campaign–indicate she is neither a good judge of talent or a savvy strategist. In that regard, her claim to greater “experience” seems weak indeed.