I love Twitter. I use it every day. I've made a number of friends using the service, and often have interesting exchanges with an even larger number of colleagues and smart people. It has been essential to my career; it's hard to imagine doing my job without Twitter or some similar tool for connecting with the public. But Twitter Inc. has big problems. Its user growth has slowed to a trickle, with total user numbers still only at about a fifth of Facebook's. And no one knows how many of those users are robots. Twitter brings in lots of revenue but it loses money. It looked around for a buyer, but no one was interested. User harassment is rife, causing a number of high-profile celebrities to quit the service. Why is Twitter doing so badly, and how can it be fixed? Part of the answer probably lies in the company's culture. "Hatching Twitter," a 2013 history of the company written by Nick Bilton, reveals that Twitter's history has been one of power struggles, boardroom coups and strategic confusion.