The Audacity of Hopelessness
By FRANK RICH
New York Times
WHEN people one day look back at the remarkable implosion of the Hillary Clinton campaign, they may notice that it both began and ended in the long dark shadow of Iraq.
It’s not just that her candidacy’s central premise — the priceless value of “experience” — was fatally poisoned from the start by her still ill-explained vote to authorize the fiasco. Senator Clinton then compounded that 2002 misjudgment by pursuing a 2008 campaign strategy that uncannily mimicked the disastrous Bush Iraq war plan. After promising a cakewalk to the nomination — “It will be me,” Mrs. Clinton told Katie Couric in November — she was routed by an insurgency.
The Clinton camp was certain that its moneyed arsenal of political shock-and-awe would take out Barack Hussein Obama in a flash. The race would “be over by Feb. 5,” Mrs. Clinton assured George Stephanopoulos just before New Year’s. But once the Obama forces outwitted her, leaving her mission unaccomplished on Super Tuesday, there was no contingency plan. She had neither the boots on the ground nor the money to recoup.
That’s why she has been losing battle after battle by double digits in every corner of the country ever since. And no matter how much bad stuff happened, she kept to the Bush playbook, stubbornly clinging to her own Rumsfeld, her chief strategist, Mark Penn. Like his prototype, Mr. Penn is bigger on loyalty and arrogance than strategic brilliance. But he’s actually not even all that loyal. Mr. Penn, whose operation has billed several million dollars in fees to the Clinton campaign so far, has never given up his day job as chief executive of the public relations behemoth Burson-Marsteller. His top client there, Microsoft, is simultaneously engaged in a demanding campaign of its own to acquire Yahoo.
(Continued here.)
New York Times
WHEN people one day look back at the remarkable implosion of the Hillary Clinton campaign, they may notice that it both began and ended in the long dark shadow of Iraq.
It’s not just that her candidacy’s central premise — the priceless value of “experience” — was fatally poisoned from the start by her still ill-explained vote to authorize the fiasco. Senator Clinton then compounded that 2002 misjudgment by pursuing a 2008 campaign strategy that uncannily mimicked the disastrous Bush Iraq war plan. After promising a cakewalk to the nomination — “It will be me,” Mrs. Clinton told Katie Couric in November — she was routed by an insurgency.
The Clinton camp was certain that its moneyed arsenal of political shock-and-awe would take out Barack Hussein Obama in a flash. The race would “be over by Feb. 5,” Mrs. Clinton assured George Stephanopoulos just before New Year’s. But once the Obama forces outwitted her, leaving her mission unaccomplished on Super Tuesday, there was no contingency plan. She had neither the boots on the ground nor the money to recoup.
That’s why she has been losing battle after battle by double digits in every corner of the country ever since. And no matter how much bad stuff happened, she kept to the Bush playbook, stubbornly clinging to her own Rumsfeld, her chief strategist, Mark Penn. Like his prototype, Mr. Penn is bigger on loyalty and arrogance than strategic brilliance. But he’s actually not even all that loyal. Mr. Penn, whose operation has billed several million dollars in fees to the Clinton campaign so far, has never given up his day job as chief executive of the public relations behemoth Burson-Marsteller. His top client there, Microsoft, is simultaneously engaged in a demanding campaign of its own to acquire Yahoo.
(Continued here.)
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