The most effective organizations I've seen have been the ones who are the most willing to both use "non-standard" technologies and develop their own tools in-house. There's a question of causation—are they more effective because they're open-minded, or do they get away with weird choices because they're more effective?—and, from what I've seen, it's a bit of both. But I've absolutely seen, first-hand, that top-down standardization on enterprise "best practices" is absolutely not a recipe for anything beyond passable mediocrity. If anything is a sign of weak engineering leadership, it's that.
I'm not saying that a team should use different technologies for the sake of using different technologies, I'm saying that strong engineering leadership means having a clear technical vision and culture where the popularity of a tool is very low on the list of considerations when choosing what to use.