When carefully considering the selection of Key Performance Indicators (KPIs), what are the fundamental pitfalls that one should be wary of to ensure effective measurement of success? In an environment saturated with data, is it possible that we might overlook the qualitative aspects or focus too heavily on quantitative metrics? How often do we find ourselves choosing KPIs that merely reflect superficial objectives rather than the true, underlying goals of our organization? Furthermore, could it be that in our haste, we fail to engage relevant stakeholders, thereby creating KPIs that lack contextual significance? Are there instances where the chosen indicators may lead to a myopic view, prompting decisions that are detrimental in the long run? As the landscape of business continues to evolve, what strategies can we employ to meticulously navigate these treacherous waters and ascertain that our selected KPIs genuinely align with our overarching vision? How might this influence our strategic trajectory?