I manage a technical team in a medium sized corporation (~3000 employees). Our primary offerings are SaaS based applications and we are on board with all of the buzzword trends from the last few years; virtualization, cloud, flash storage, blah blah blah. Our environment is fairly small with 60 UCS servers at two sites (full SRDF/A replication between them) running ~1500 VMs.
One of my guys is an engineering rock star. He can pick up any language given a week or two to sit down with it. On top of that he is an excellent systems administrator, DBA, networking guy and project manager. Retention is a constant challenge because there are very few engineers who excel in so many different areas.
The technologies that we are working with are widely deployed. We could be implementing them somewhere else and making the same money. At a high level, we are just infrastructure plumbers. We could care less about the applications. Our purpose is to make sure that they are stable and that they perform well. With my particular employee, he keeps coming to work because we give him the opportunity to work with the latest technologies and the ability to leverage them to make his, and everyone else's, lives easier.
The two things that keep this team together are money, and the leeway to continually improve things. We have had a lot of territorial disputes with various teams over their inability to effectively manage infrastructure at scale. In many ways, they are scared of losing their jobs and are resistant to adopting better ways of doing things. We win those battles one at a time, but continually fighting them gets lame.
In that regard, I think that the author of the article is on point with the observation that good engineers need to believe that they are involved in setting the direction of how the office, and most importantly, operations, will develop. There are too many companies who need good engineers, and not enough good engineers to go around. Therefore good engineers will choose to work for companies where they can do things "the right way". Life is too short to put up with organizations who are slow to adopt new technologies and better ways of doing things.