Abstract There is consensus amongst both the scientific and Buddhist community that mindfulness – when correctly taught and practised – leads to a range of beneficial outcomes. However, there has been little evaluation of what happens when mindfulness is incorrectly taught, or is practised with a selfish rather than selfless intention. Nowhere is the importance of this issue more pertinent than the recent and growing assimilation of mindfulness for employees by large corporations. The current paper introduces the principle of ‘authentic spiritual transmission’ and examines how it can inform the integration of mindfulness into the corporate workplace. Three questions are explored: (i) what spiritual infrastructure is required to operationalize mindfulness that is effective in the corporate setting? (ii) to what extent can ‘inner change’ induced by mindfulness substitute the need for corporations to foster healthy ‘external’ working conditions? and (iii) is mindfulness corruptible or does it have a natural defence mechanism? The paper addresses these questions by synthesizing relevant Buddhist discourses, evaluating recent theoretical and empirical findings concerning the use of mindfulness in corporate settings, and examining how second-generation mindfulness-based interventions can inform this topical area of scholarly debate.