A few highlights from the article:
Cater to their every need ... The goal is to "strip away everything that gets in their way." We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting buses -- just about anything a hardworking engineer might want. Let's face it: programmers want to program, they don't want to do their laundry. So we make it easy for them.See also my previous posts (   ) on Google's exceptional benefits and the advantages it gives them.
Data drive decisions. At Google, almost every decision is based on quantitative analysis. We've built systems to manage information, not only on the Internet at large, but also internally ... We have a raft of online "dashboards" for every business we work in that provide up-to-the-minute snapshots of where we are.
We adhere to the view that the "many are smarter than the few" ... At Google, the role of the manager is that of an aggregator of viewpoints, not the dictator of decisions. Building a consensus ... always produces a more committed team and better decisions.
Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers ... Everyone's opinion counts, making the hiring process more fair and pushing standards higher ... If you hire great people and involve them intensively in the hiring process, you'll get more great people ... [a] positive feedback loop ... [with] a huge payoff.
A trusted work force is a loyal work force.
See also my previous post, "The Human Equation", where I discuss a book that argues that investing heavily in your people pays off not just for knowledge workers, but for all workers.
[Newsweek article via Niall Kennedy]
Update: Some additional insight in a Business 2.0 interview of Eric Schmidt by John Battelle. [via Gary Price]