Eh. The "right" people can have perverse incentives. My former mentor worked at a startup called Takt that billed itself as Haskell-only. It attracted all the

Eh. The "right" people can have perverse incentives. My former mentor worked at a startup called Takt that billed itself as Haskell-only. It attracted all the top minds - Runar Bjarnason, who wrote a famous Scala book, worked there - and everyone was very eager to write Haskell code for a living. The engineering team quickly went all-in on functional everything. Nix for package managers, a Haskell-to-JS transpiler for writing frontend code, immutable databases, the works. Because they eschewed all the boring technology that had been proven reliable over the years and only played with the bleeding edge in Haskell, they quickly ran into limitations of the ecosystem: performance degradations as they hit corner cases, missing functionality that needed to be patched upstream, corner cases that no tooling had existed to support it, etc. Before long, they were single-handedly supporting the broader Haskell ecosystem rather than spending cycles delivering on the business contracts they had. This was all very fine with engineering - why not contribute upstream? Why not drive Haskell to broader adoption, which was in line with the company's values? - but management balked. They began to raise the possibility of maybe ditching their bespoke tooling and moving to something more standard. This didn't go down well - it caused a schism, where half the engineering team felt the right way forward was to double-down on the existing nascent Haskell technology and offer more support and training, and the others who just wanted to get stuff done. Anyway, the startup failed. Turns out, when you hire for people who really believe in a programming language, you can occasionally attract zealots.