Why is velocity as a primary KPI destructive, and what's better?

This tests whether you see velocity as a planning gauge rather than a performance metric. A strong answer notes that points are qualitative judgments, making quantitative targets invalid; cites Goldratt to show teams will game the metric by inflating easy stories to hit arbitrary targets like 200 points; stresses that velocity ignores customer value and invites micromanagement; and proposes team-driven continuous improvement and value-based outcomes instead. A red flag is claiming velocity works if normalized or averaged.