I worked in such an environment and that’s how it’s done. Demonstrate it to your team, set expectations, have conversations about what matters. Encourage improved processes.
As the people turn over naturally, make extra effort to hire people who want to work that way. However, expect that they will clash with the existing team so try to bring them into the "craftsmenship conspiracy". Two good hires might change a team of five, and three definitely will. If your average engineer stays two years, that'll mean you're replacing 2.5 of them every year, so you could aim for that by 2025.
Also, maybe start vocalizing and demonstrating what it is you want to see. Start a reading group around craftsmenship. Find ways to inspire them about how great it will be when you've got very few production defects or whatever it is that makes that team demoralized. As they say, "If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea."
The other thing is reward it. Not monetarily, but just reward effort that is improving the system. They will need time for these activities. When I manage my teams that develop long lived software I build in at least 33-50% of all time programming for technical debt repayment. There's no doubt in their minds that quality is extremely important. I'll also be extremely aggressive about abolishing deadlines. Unless there's a legitimate emergency, I'll assume all features are done when they are done. Also expect that they will find things to improve you never thought of or think is silly. Generally it's better to good people loose on technical debt than it is to be a dictator.
With the right people, this is the fertilizer that lets them produce extremely high quality work at a good consistent pace, for decades.