Interesting point. Key Performance Indicators are, in effect, proxies for getting the actual job done. What they tend to measure is the superficial, mechanical parts of any job, because those things can be measured. What they omit is a way to measure effectiveness of meeting the intentions of the job.
The late Sir John Harvey Jones, who'd been the boss of ICI, had a TV series called Troubleshooters. In that he poured scorn on KPIs and quoted a manager who had come to him expecting his bonus because he'd met his KPIs - even though his division had made a loss.
In effect they lead to valuing what can be measured because it's often much harder to measure what is valuable.