Mostly, while we should recognize what we gain having teams more closely manged, scheduled, with greater visibility and contact, we should also recognize what we lose. Balance is important, but I think there's a different optimal point for every market, company, and project, and every executive or engineer.
One important, crucial example comes from PayPal. Max Levchin went dark for a year, and came up with the something that really mattered -- a way to fight fraud. But there were hypothesis galore. I'm not sure this work would have been done any other way.