<p>This paper examines how social enterprises navigate value pluralism, that is, the coexistence of social and commercial values, each grounded in distinct moral frameworks. Prior research has largely centered on mission drift, defined as the erosion of social impact focus amid commercial pressures. This work typically assumes that organizational means—the disciplined ways through which goals are pursued—are morally neutral and merely instrumental. Drawing on John&#xa0;Dewey’s pragmatist insight that means are constitutive of moral ends, we argue that navigating value pluralism requires more than balancing competing values. It also requires sustaining a moral unity between what organizations seek to achieve and how they act in pursuit of those ends. Based on a longitudinal case study of ProCredit, we develop the concept of purpose integrity to capture this broader endeavor. We show that purpose integrity is appraised through a moral compass—an organization’s shared, historically grounded value commitments—which indicates whether ends and means remain appropriately aligned under changing conditions. We identify two complementary organizational responses to such compass-guided judgments: guardrails, which regulate how organizational means are enacted (by managing internal tensions between social and commercial values), and backstops, which set operational limits that insulate the organization from external threats. Conceptually, the study extends research on value pluralism, moving beyond mission drift; empirically, it reveals the ongoing work through which social enterprises sustain the moral unity of ends and means while adapting to evolving environments.</p>