Market Dynamics and Implications to CA Technologies

1. Market Dynamics and Implications to CA Technologies Jacob LammEVP Strategy and Corporate Development February 4, 2014

2. The First Order Impact Of Disruptive Technologies Unlocks More Significant IT Paradigm Changes And Business Model Innovation DisruptiveTechnology Evolution • Enabling NewIT Paradigms • Driving Business Model Innovation Ability to capture and harvest“Big Data” • DevOps and Continuous Application Delivery • X-aaS Proliferation of Mobileand Social access • Automation-DrivenPredictive Analytics • Lightweight, Downloadable Solutions • IT Management and Security “as a service” • Data Profiling Enabling New Levels of Security Intelligence • Community-basedEnablement and Monetization Composite Applications and APIs IT Strategic Planning-centric,not Technology-centric Data Curation Shift to Software-Defined Everything • Real-time Activities vs.Project-based IT Management • Embedded Management and Security Platforms • Connected Internet of Things • Experience-Centered Delivery • Management of Thingsas a Business Model

3. We Leverage A Portfolio Of Investments To Drive Our Product And Business Innovation Over Different Strategic Horizons Technology Innovation Investment Portfolio Size = relative spend INTERNAL INCUBATION ORGANIC DEVELOPMENT DEGREE OF INFLUENCE OVER TECH DEVELOPMENT STRATEGIC INVESTING ACQUISITION Horizon 1 Horizon 2 Horizon 3 CORE ADJACENT TRANSFORMATIONAL Extending and optimizing existing products Developing disruptive breakthroughs and inventing things for new markets Extending and optimizing existing products for existing customers TIME TO VALUE

4. Our Product Strategy Is Built Around Three Key Growth Plays Where We Will Extend Our Market Leadership And Differentiation THEMES • Mobile Experience • SaaS/Lightweight • Big Data /Analytics Connect operational IT to strategic business outcomes and manage the business side of IT via greater analytics and insight Project & Portfolio Management IT Service Management IT Financial Management … ITBM Enable businesses to accelerate and automate continuous delivery of next gen apps by delivering highly differentiated DevOps suite Application Delivery Application Performance Management Infrastructure Management … STRATEGIC GROWTH PLAYS DEVOPS Identity and Access Management Data-centric Security API Mgmt … Advance IAM and security leadership via SaaS to address challenges of composite applications SECURITY Our strategic plays are aligned to support the unique management requirements of the dynamic data center’s modern composite/hybrid architectures, which now span mainframe, distributed, mobile, and cloud environments Mainframe Distributed Mobile Environments MANAGED Private Cloud Hybrid Public Cloud

5. We Understand The Changes In Our Buyer’s “Journey” And The Broadening Of Our Customer Base Beyond The CIO/IT Department 70% of the buying process is complete by the time a prospect is ready to engage with sales (Sirius) DIGITAL Study shows people want to evaluate (and discover) alternatives based on first-hand experience… ‘show me’ vs. ‘tell me’ (OnPoint) 93% of business buyers use search to begin their buying process (Marketo) SEARCH TRIAL Social networks influence nearly 50% of all IT decision makers (LinkedIn, TechConnect) 4 out of 5 B2B buyers access content on their smartphones and mobile devices (DemandGen) SOCIAL MOBILE

6. We Are Enabling A Faster Path To Product Experience And Value As We Expand Routes To Market And Reach New Customers From days to 14 second download and 45 minute install Easily Downloadable No cost for up to 30 devices, unlimited duration Freemium Access to 100s of CA experts and community peers Community Based Support Optimized Landing Page From 6 pages to 1 Monitors behavior in real time; downloads trigger engagement Heartbeat

7. We Use A Set Of Integrated Questions Across Six Strategic Dimensions To Build Winning And Sustainable Business Models Customer Selection Value Proposition Value Capture/ Profit Model Scope of Activities Strategic Control Organizational Alignment STRATEGIC DIMENSION What high-value customer opportunity are we targeting? To which customers can we add real value? Which do we not want to serve? What is our unique and differentiated customer proposition? How do we capture, as profit, a portion of the value we create for customers? How does high profit happen? What products, services, solutions do we want to sell? What activities must we perform across the value chain? How will we ‘build in’ sustainability to our Business Design? How do we protect our profit streams and avoid commoditization? How can we align all elements of our organization – people, processes, structure, infrastructure, leadership, etc.? BUSINESS DESIGN QUESTIONS Source: Oliver Wyman Consulting

8. …And A Clear Alignment Of The Strategy Across Our Full Operating Model To Guide Resource Prioritization And Execution Focus Focus Area/ Domain Systematic innovation in “next generation” business models to drive future growth + MF & Other Security DevOps ITBM Business Model LA Region SaaS New On-Premise Products NA Partner-Enabled AP Existing Large Enterprise Base EMEA

9. Summary • 02 • 01 • 03 • 04 • Understanding of changes in our customer base and the buying process driving evolution in our delivery models and routes to market • Clear strategic plan for growth and market leadership with a unique customer value proposition • Deep insight into market trends and competitor dynamics impacting our current and future position • Alignment across our full operating model through an explicit focus on the unique requirements of our domains, geographies, and business models