If following the framework does not provide value to the company, the framework is obviously flawed.
We recognize that they can still be a useful tool, because 1) assigning dollar values to employees is an inexact science that's hard to standardize over an organization and 2) ICs like at least some direction about what they need to do to be eligible for more money aside from just "provide more value"
the best leaders know this
In the case of leveling, I'd suggest the levels are guidelines and not policy. As soon as they become policy, management cannot work around them adequately, and they begin to detract value.
For example, at my employer, we have levels (within job families, I haven't seen a level grid that has engineers and personal assistants). But, I've never had to tick every single box to get an employee promoted. I have to make my case, and I do use the levels as a guideline, but I've never felt it necessary to absolutely follow every item.