Mission drift refers to the decoupling of organizational actions and values, often attributed to a problematic lack of organizational governance over such actions. However, such a view neglects more distributed contexts, like digital platforms, in which the organizations purposefully limit control over participant activity, allowing for productive adaptation and innovation processes. To understand the effects of different forms of governance on the maintenance of values in such distributed settings, we conduct a longitudinal, grounded study of a community-focused organization and compare its efforts to launch three different social media platforms. We identify four categories of governing practices (administration structuring, ajar gatekeeping, opportunity manipulating, and output harmonizing) that combine to govern platforms while also purposefully allowing for some degree of drift. Given the need to support both minority group values as well as a broader, more inclusive set of values, we find that successful platform governance adopted a portfolio of fragmented governing practices that simultaneously drifted toward segregation from and dilution in the peripheral, larger community. Contrary to the common view of "control against drifting," we take a more positive view of drift by developing a process model of "controlling through drifting."