This is the crux of what's wrong with the original article IMO. Key results that are customer centric as opposed to "ship {thing}" help keep teams focused on the thing that actually matters.
Of course there will be a tendency to try to game the metric, but the flip side of having customer centric goals is teams become feature factories, building idea after idea without constantly evaluating "are the things we're shipping driving the change in customer behavior they're intended to drive".
Of course there will be a tendency to try to game the metric, but the flip side of having customer centric goals is teams become feature factories, building idea after idea without constantly evaluating "are the things we're shipping driving the change in customer behavior they're intended to drive".