Has always been troublesome; where discrimination occurred due to government policies (as was the case in South Africa as but one example) then some action seems reasonable and appropriate but not all cases are quite so clear cut.
The other problem is that so-called 'reverse discrimination' remains discrimination regardless of the (usually) good intent behind it although as the proverb says (in its modern form) The road to hell is paved with good intentions.
In the context here, the problem is that the proposed solution will (in many cases and not necessarily correctly) lead to females who gain promotions being viewed as having got there not because of their abilities but by being given an advantage (and therefore seen as a token hire). This simply demeans those women who have made it to the top by dint of their hard work and qualifications.
In the UK, such action is generally illegal when done deliberately (there are some exceptions) and in one case, the judge said "while positive action can be used to boost diversity, it should only be applied to distinguish between candidates who were all equally well qualified for a role" (source), a view I think is reasonable (see previous paragraph).
The reasons for the levels of representation are complex (I do not deny that the Epstein club did indeed engage in such conduct but it is difficult to be able to pin everything on such clubs).
When it comes to tech, I have met females who were far superior to many of their peers (regardless of sex) and in those companies were advanced accordingly; when they are not advanced accordingly is where the problem lies. Two of my directors of engineering (at large multinationals) have been highly qualified women.
At one company (in Florida in the 90s) the director of operations was clearly and openly misogynist so when a newly open position (which could be a promotion) came up, I took the relevant details of all the candidates and anonymised them (I left in all relevant information); they were simply listed as candidate A, B, C and so on. I did this with the blessing off the CEO (who was aware of the problem).
In the end, a female got the job as a supervisor based on her clearly better qualifications for the position. (One of the males in the department said he would never work for a woman and was told to not let the door hit him in the ass on the way out). The director of operations was fuming but there was little he could do.
So it is not an easy problem to solve, but there is no one size fits all solution; as H.L.Mencken once said "Explanations exist; they have existed for all time; there is always a well-known solution to every human problem — neat, plausible, and wrong".
(H.L.Mencken is not everyone's cup of tea but there is no denying the influence he had as a writer).
I know of a number of armed service units where the ships company was replaced (100% from the captain down and dispersed among other ships in the fleet) where rampant personnel issues existed and it worked; whether that would work in a company is difficult to know.