 What does Google do for their employees to foster innovation?
People working day and night; coming up with the most ingenious, improvised solutions to everything from food and shelter to communications and security. The Web, after all, is less than a generation old. Its very unpredictability makes it unwise to build systems that take too much away from what human beings do best: look, think, innovate, adapt, discuss, learn, and repeat. That is why we have seen many more systems take on a loose, human centric model in the last decade and a half: from the radical divergence of Toyota’s production system from the highly structured model put in place by Henry Ford, to the Internet’s radical departure from the AT&T system that preceded it, and on to the way Wikipedia constructs human knowledge on the fly, incrementally, in ways that would have been seen, until recently, as too chaotic ever to work (and are still seen so be many). During the first two-thirds of the twentieth century, this type of rationalization took the form of ever-more complex managed systems, with crisp specification of roles, lines of authority, communication and control. The ambition of these approaches was to specify everything that needed doing in minute detail, to enforce it through monitoring and rewards, and later to build it into the very technology of work−the assembly line. The idea was to eliminate human error and variability in the face of change by removing thinking to the system, and thus neutralizing the variability of the human beings who worked it.
 One day a week, they can pursue whatever ideas they like.
 They use Segways on the Google campus and in the buildings.  They have a relaxed dress code.  One day a week, they can pursue whatever ideas they like.  They have a culture of play.