Part of the reason organisations struggle to switch to managing to outcomes is that its difficult to measure employee performance. Once that becomes difficult, how do we know someone did a good job? How do we know if that person should receive a raise? A promotion?
Do HR, Finance and Legal make products?
Teams that don't make customer facing work still work on "products" and have "customers." This article explains how to think about this kind of work - from HR, Legal, Finance et al - in a new light.