Carnegie Mellon's CMM and the other standards don't address some sources of waste, such as ineffective allignment between businesses and IT, the unavailability of the right resource at the right time, or architectural complexity. Moreover, CMM treats human resources as commodities - this conceptualization is engrossly wrong, because humans differ from each other and they cannot be solely judged on the quantifiable parameters of inputs and output.
Three big challenges are in focusing on:
1) changing behaviour.
2) broadening the focus from the specifics to general principles.
3) setting up the right incentives.
No transformation can sustain itself without the proper metrics and incentive systems that ensure change. In application development, "function points" measure the level of efforts devoted to a project. A successful lean transformation requires new metrics to identify waste and to set goals for reducing it. A lean transformation is a journey well worth the effort.
Lean, of course, isn't a technology, but rather a methodolgy applied to processes -- originally in manufacturing operations but increasingly within services, including IT.
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