Lean IT is headed up the hype cycle.
It's going to be interesting. I fear that the fundamental lessons of Lean will be trivialized into mere "process" improvement, with "process" translated into well known ITIL practices like Change Management.
Was this how Toyota became great? Did Ohno do nothing but look at activities (e.g. transmission assembly) in isolation and promote their improvement? Can a practice of the scale of Change or Incident Management *ever* be considered a true "value stream"? Or are we killing rabbits with a howitzer?
I think Lean IT needs to be much more ambitious in scope, and the first thing that the Lean IT practitioner should probably do is throw out their ITIL books.