The full video on his site looks at a case study from Lenovo on the Beijing Olympics which I wish I had built, but picking out just parts referring to how Ogilvy works with digital shows how much things have progressed since I was there.

• Digital is not a silo – Digital, as well as social and mobile (and new ones to come) are all cross discipline.  This was well underway when I was at OgilvyOne and makes sense when there are over 150 digital professionals spread across 14+ companies (in the UK alone).

• Discipline Heads, Digital Hearts and Multi-Disciplinary Muscles – this is a nice way of putting it since clients often want to engage with a specific discipline, even to buy integrated solutions and digital is not a silo.  The question back to Ogilvy — since OgilvyInteractive isn't called out — is who takes the call when the client wants a Digital discipline lead?
• Brainz – looking to fundementally revisit how work is created by having a social network that allows crowd sourcing solutions
• Blackbook of Suppliers
• 80/20 – From Mckinsey – 80% what works well and 20% innovation and testing

It is true that digital is pervading all of the traditional disciplines of marketing (advertising, direct marketing, PR, promotion) and that teams across all of these disciplines need to be able to understand and respond to digital questions.  If the speading around doesn't dillute the skillset — and using good technology can help avoid this — then it looks like a good approach.