I’d suggest this transition is akin to any other major organizational transition (moving Marketing away from print/radio to web/social media for example). Too often, IT thinks it is unique in facing this type of challenge when it’s really not.
To foster this change, I’d suggest focusing on three major areas:
1) Lead from the top. If the CIO is a technologist, and has never left the IT department to spend a day working with line employees, and can’t articulate the company’s products, markets, and competitors, you’ve lost the game before you’ve even started.
2) Base staffing decisions on this new reality. Hire people with an emphasis on business acumen and an ability to rapidly learn new processes and technologies, rather than hiring hard-core technologists.
3) Tie comp to the change you’re seeking. To borrow from the old movie line, "If you comp them, they will come." Determine how to measure the behaviors you’re trying to engender, and evaluate and pay based on those metrics.
If this sounds too simple, it’s because like most advice, it’s easy to explain and hard to implement. I liken it to loosing weight. The bullet-proof weight-loss strategy is probably the simplest to explain, and hardest to implement: eat less than you need, and exercise more. Like weight loss, it’s easier to buy some new methodology du jour, or technology than to do the hard work of implementing a change like this.