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They'll have to reduce these 1:1s and any formal meetings to a minimum (e.g. once a quarter), and deal less with career growth and people conflicts.

They'll switch to async communications for everything, and ideally have a bot that answers Mm-humm like a psychologist on his chair.

More seriously, the solution is to move to a flatter org, but that's a drastic change with unknown consequences for most companies.

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As a manager with 10-15 reports at a company you've probably heard of, I think the main question is how much they will need to contribute. I put up a PR or three a week, usually in non-critical path flows or system support, and its honestly fine. I could barely contribute to the productivity level of even one of my junior engineers, but I can debug production issues and ship code AND be a good manager (with a decent work life balance).

I feel like managers should be able to contribute. Managing a good team isn't that hard, though managing a bad team (or a good team in the midst of a ton of bad processes) is a nightmare.

I think you'll have to work it out with your peers and collaborate... we here at $BigCo believe in individual ownership of the process.

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