Then don’t base comp on promotions - problem solved.
I said just the opposite - hire fewer seniors + AI and don’t hird juniors.
I’m now a staff level employee again at a 3rd party consulting company working with small and medium businesses (my preference) after taking a detour in BigTech from architectural roles at smaller companies. My quarterly strategic goals were a combination of what the CxO’s/directors defined and what I defined was in the best interest of the company. None of those goals had anything to do with larger societal issues.
But different people have different ambitions. Some might not care for comp and want to become a people manager. Decent management is aware of this "different ambition" dynamic and try to mitigate this.
Also, this doesn't solve the problem of cost. Too many engineers without their comp based on promotions will still mean costly teams. That's why a balance of junior and senior is needed.