Clayton Christensen
20 statements across 3 episodes · 5 bullish · 4 bearish · 3 people on the record · first statement Jan 2, 2019 by Marc Andreessen · said 47 times in 26 episodes since 2019 · across every show →
On the record as a speaker too: Clayton Christensen's record, appearances and statements → this page counts the times other people say the name.
Mentions by year
brought up most by Chris Dixon (9), Steven Sinofsky (6), Michael Copeland (6), Sonal Chokshi (5), Marc Andreessen (5), Benedict Evans (4), Reed Hastings (2), Li Jin (1)
tap a year for its mentions
2026 1 mention in 1 episode
2025 14 mentions in 9 episodes 2 per episode
- Software Finally Eats Services - Aaron Levie
- Chris Dixon on How to Build Networks, Movements, and AI-Native Products
- Steven Sinofsky & Balaji Srinivasan on the Future of M&A, AI & Tech
- Who Will Own the Internet? a16z’s Chris Dixon on AI and Crypto
- The Unicorn Founder Who Delegated Everything.
- Why AI Moats Still Matter (And How They've Changed)
- Amjad Masad & Adam D’Angelo: How Far Are We From AGI?
- Aaron Levie on AI's Enterprise Adoption
- 1 more episode that year, every mention in 2025 →
2019 32 mentions in 16 episodes 2 per episode
- a16z Podcast | Ben and Marc Explain (Practically) Everything – Part 2
- a16z Podcast | Tech's Biggest Ideas and How They Take Hold -- With Marc Andreessen and Dan Siroker
- What's Next for the Internet?
- a16z Podcast | Tech and Entertainment in the 'Era of Mass Customization'
- a16z Podcast | Capitalizing on an Autonomous Vehicle Future
- a16z Podcast | Technological Trends, Capital, and Internet 'Disruption'
- a16z Podcast | Platforming the Future
- a16z Podcast | Banking on the Blockchain
- 8 more episodes that year, every mention in 2019 →
Everything said about Clayton Christensen, oldest first
Jan 2, 2019 positive
Jan 2, 2019 positive
Horowitz: Structural barriers prevent corporate incumbents from innovating
“The mechanics that prevent the kind of incumbents from Innovating at the same rate as the new company are still completely in effect, and, ah, and we, you know, use his models all the time in our thinking and our analysis, and no doubt there are probably some …”
Jan 2, 2019 neutral
Jan 2, 2019
Jan 2, 2019
Jan 2, 2019
Jan 2, 2019 positive
Christensen: Customers pay premiums for products that execute jobs perfectly
“Almost always people will pay a premium price for a better product, and the reason why people will make a premium price for a better product is if you hire a product that doesn't do a job very well at all, then darn it, you have to shop and try something else,…”
Jan 2, 2019
Christensen: Scaling causes executives to track active metrics over actual customer needs
“As the company becomes successful, as Mark describes it, the nature of the data that surrounds the executives changes. And now the data is all about products and competitors and features. And in contrast to the first set of data, which is passive in this phase…”
Jan 2, 2019
Jan 2, 2019 negative
Jan 2, 2019
Jan 2, 2019
Christensen: Integrating user experiences creates products that are hard to disrupt
“And once we understand the experiences we need to provide, then the last layer is what do we need to integrate and how do we need to integrate them so that you can provide these experiences required to get the job done. And that combination of that package of …”
Jan 2, 2019 neutral
Andreessen: Incumbents are disrupted because they are competent, not incompetent
“The thing with Clay's book that was so striking was the observation that when big companies get disrupted, it's not because they're incompetent and dumb. In fact, quite the opposite. It's because they're very competent and smart. All the existing commitments t…”
Jan 2, 2019 negative
Jan 2, 2019
Christensen: Management theories only advance when researchers identify unexplained anomalies
“So theories, when they emerge from the researchers' minds, never did they emerge perfect. They were always just kind of half-baked, and what success was predicated upon is subsequent researchers Had to find things in the world that the theory could not explain…”
Jan 2, 2019 positive
Jan 2, 2019 negative
Christensen: Building superior products fails if startups ignore customer motivation
“If you understand what causes us to buy it, we can develop products that nail the job better and better and better, and that is really hard for a disruptive company to go after, because they enter the market thinking that if they make better products than the …”
Jan 2, 2019 positive
Christensen: The 'job to be done' is the true driver of purchases
“Understanding the customer is the wrong unit of analysis. But rather, jobs arise in our lives, and we have to get these jobs done, and some are incremental little jobs, some are dramatic. When we realize that we have this job to do, we have to go out and find …”
Jan 2, 2019 negative