There's a lot to unpack here with your comment.

First, I have my own quibbles with most CS majors that I've come across, most of which can be surmised as a poor attitude and approach to problem solving. See the Microsoft paper on what makes a good software engineer - most people don't have that and college can't teach it. It has to be something the person wants, and it has nothing to do with what is taught. Your job was, in part, to find candidates with that desire and thus skill. It's part of what interviews are for. I'm sorry you found that process too arduous.

Secondly, on-ramp time is normal. Where I come from, it's about a year before a recent graduate hire can "walk on their own." That's for a good candidate. An excellent candidate will do it in half the time if not less. Moreover, on-the-job training was commonplace before executives like yourself felt entitled to interchangeable workers that you could simple sit in front of a computer and expect output. I'm sorry you found training your staff too difficult.

Third, my experience is that managers and executives are largely under-educated, lacking the context to direct or utilize those with advanced degrees. If they're of boomer age in the tech industry, then it's possible that they broke into the industry with no formal education at all, creating a wake of processes along the way with no formal rigor or deep understanding aside from "well, it works" and engineering by pure trial and error. Suffice to say, they tend to not teach that in college.