Abstract: This paper builds a framework for understanding the dynamics of motivation and the missions adopted by profit-maximizing firms. The approach is useful for thinking about the dynamic consequences of adopting missions such as Diversity, Equity, and Inclusion (DEI) or Environmental, Social, and Governance (ESG) goals. By embedding these ideas in a model of cultural evolution via workplace socialization, we explore when, in the long-run, such goals can become consistent with profit-maximization even if they involve pecuniary costs. The incentives of a firm's owners can be important, with more patient and mission-oriented ownership likely to making a mission sustainable in the long-run. However, we show that there is the possibility of hysteresis, whereby how a firm behaves in its early years can have long-run consequences that are robust to subsequent changes of ownership. Throughout the paper we focus on cases where mission choice is voluntary, but we also discuss the case for regulations that impose requirements to adopt such missions at the firm level.