Can a grassroots revolution survive the transition to power? That’s the million-dollar question facing Zohran Mamdani, New York City’s newly elected mayor, and one that Harvard Kennedy School lecturer Marshall L. Ganz ’64 is helping him navigate. Ganz, a veteran of Barack Obama’s 2008 campaign, met with Mamdani in August to share insights on sustaining the very movement that propelled him to victory. But here’s where it gets controversial: Mamdani’s team is determined to avoid what many see as Obama’s biggest misstep—abandoning the grassroots base that elected him. Did Obama’s presidency truly fail its grassroots supporters, or is this a matter of perspective?
Mamdani, a 34-year-old democratic socialist, energized a beleaguered Democratic Party by mobilizing over 100,000 volunteers to unseat former governor Andrew Cuomo. Now, the challenge is to translate that momentum into actionable governance. As Ganz puts it, the focus is on ‘what comes next’—how to avoid the ‘Obama trap’ of building a powerful organization only to let it fizzle out. ‘They’re trying to learn from the past, not to repeat it,’ Ganz explains. One strategy? Channeling supporters into a new advocacy nonprofit, Our Time for an Affordable NYC, launched to ensure Mamdani’s agenda doesn’t stall once he’s in office. This parallel organization, while not directly owned by Mamdani, aligns with his campaign’s values and vision.
Ganz, brought onto the team by field organizer Tascha Van Auken (another Obama alum), was impressed by the campaign’s existing structure. ‘Sometimes, wisdom is recognizing a good thing and supporting it,’ he notes, critiquing the arrogance often seen in political consulting. ‘That’s not what this was.’ Mamdani has also sought advice from figures like Lilliam Barrios-Paoli and policy analyst Matt Bruenig, though Bruenig clarifies his focus was on policy implementation, not collaboration with Ganz. Interestingly, while Obama didn’t endorse Mamdani, the two spoke twice during the campaign, most recently discussing the challenges of turning vision into policy.
Mamdani’s transition team is a strategic blend of progressive ideals and political experience, featuring names like Lina Khan, former Federal Trade Commission chair. Ganz highlights the campaign’s success as rooted in its humanity, not just savvy marketing. ‘It’s about the people, stupid,’ he quips, riffing on James Carville’s famous line. ‘It’s a movement in the making.’ This was evident at Mamdani’s election night party, where volunteers took center stage, and the crowd was notably young and energetic. ‘I probably raised the median age,’ Ganz jokes.
Now, Mamdani faces the daunting task of governing a city with a $115 billion budget and 300,000 employees. Ganz’s role in this phase remains unclear, but he’s eager to help: ‘I want to be of service. I really think it matters.’ And this is the part most people miss: Mamdani’s success could redefine the Democratic Party’s approach to grassroots politics. But will he succeed where others have faltered? Is it even possible to maintain a grassroots movement while navigating the complexities of governance? Let us know your thoughts in the comments—this is a conversation worth having.
