The tech industry used to be home to a disproportionate number of misfits and weirdos. Geeks. Nerds. People who needed to know how machines worked: needed to take them apart, make them better, and put them back together again.

The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.

I am very happily employed as a full-time software engineer; I travel a lot, and I write books along with this here weekly TechCrunch column; and I still find the time to work on my own software side projects.

It is probable that Facebook boasts the broadest, deepest, and most comprehensive dataset of human information, interests, and activity ever collected.

Even before smart phones and the Internet, we had many ways to distract our selves. Now that's compounded by a factor of trillions.

In a biological system, the software builds its own hardware, but design is critical, and if you start with digital information, it has to be really accurate.

I don't feel that this concept of disruptive technology is the solution for everybody. But I think it's very important for innovators to understand what we've learned about established companies' motivation to target obvious profitable markets - and about their inability to find emerging ones. The evidence is just overwhelming.

In the digital universe, our personal history and its sense of narrative is succeeded by our social networking profile - a snapshot of the current moment. The information itself - our social graph of friends and likes - is a product being sold to market researchers in order to better predict and guide our futures.