Once you start thinking/working on that you realize these issues are part of any large org (full of internal competition and ambition) and Google still handles them better than all the others I have worked at.
- Fire Beaumont.
- Make secrecy and shutting out privacy and security teams against process and punish violators. Inform key decision makers, such as Larry Page, of controversial projects, and punish violators. Make lying to/obscuring your employees at an all hands meeting a fireable offence.
- Align incentives and OKRs. Promote and reward core values and those that make it sticky. Protect whistle blowers and conscientious objectors. Periodically review (and have subordinates review) managers and people in key positions, not for the profit or projects they launched, but for creating an inclusive collaborative working environment. Put less focus in hiring for skill and more focus in core value alignment.
- Appoint an employee ombudsman and objective ethics audit team. Give them enough authority, visibility, and power to make changes for the better. Make sure concerns of lower level engineers make it to the top. Make management justify putting profit over user safety.
- Offer a few golden handshakes to people high up in management, that are directly or indirectly responsible for the public erosion of Google's core values. Be wise to the fact that the best and most productive/profitable leaders are also prone to shrewd and unethical behavior, and guard against this.