That's true but in my experience it's more often that the management chain tries to implicitly not have the ICs care about the product or customer. They may not even realize consciously that they're doing twenty little things to cause this. The reasons are many but often it's once you dig into it because management (both eng and product) then needs to do all the boring and risky work around those ideas but won't get most of the credit. There may also be perception that the ICs lack enough context so these thoughts aren't worth the time to think about. Sometimes the business domain really is unglamorous but more often I've found that the it isn't as unglamorous to ICs as management thinks.

In my experience it's also not that hard to make ICs care about the business and try to drive it forward even if it's not glamorous. Make their promotions, yearly reviews and raises be partially based on the business impact tied to the projects they were on. There's side effects of that to manage but even if the monetary gains aren't massive the team will care a lot more. Of course, many managers don't actually like it when their team point blank asks them "what's the value of this project, looking at data it's not going to help the business."