1. CA Confidential; provided under NDA. © 2014 CA. All rights reserved.2014 Industry Analyst Symposium | 1 Market Dynamics and Implications to CA Technologies Jacob Lamm EVP Strategy and Corporate Development February 4, 2014

2. 2 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. The First Order Impact Of Disruptive Technologies Unlocks More Significant IT Paradigm Changes And Business Model Innovation Disruptive Technology Evolution Enabling New IT Paradigms Driving Business Model Innovation Ability to capture and harvest “Big Data” Proliferation of Mobile and Social access IT Management and Security “as a service” Composite Applications and APIs Connected Internet of Things Shift to Software-Defined Everything DevOps and Continuous Application Delivery Automation-Driven Predictive Analytics Data Profiling Enabling New Levels of Security Intelligence IT Strategic Planning-centric, not Technology-centric Experience-Centered Delivery Real-time Activities vs. Project-based IT Management X-aaS Lightweight, Downloadable Solutions Community-based Enablement and Monetization Data Curation Management of Things as a Business Model Embedded Management and Security Platforms

3. 3 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. We Leverage A Portfolio Of Investments To Drive Our Product And Business Innovation Over Different Strategic Horizons Extending and optimizing existing products for existing customers Extending and optimizing existing products Developing disruptive breakthroughs and inventing things for new markets COREADJACENTTRANSFORMATIONAL TIME TO VALUE Horizon 2Horizon 1 DEGREE OF INFLUENCE OVER TECH DEVELOPMENT Horizon 3 Size = relative spend Technology Innovation Investment Portfolio ORGANIC DEVELOPMENT ACQUISITION INTERNAL INCUBATION STRATEGIC INVESTING

4. 4 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. Our Product Strategy Is Built Around Three Key Growth Plays Where We Will Extend Our Market Leadership And Differentiation Infrastructure Management Application Performance Management Application Delivery IT Financial Management IT Service Management Project & Portfolio Management API Mgmt Data-centric Security Identity and Access Management MainframeDistributedMobile Private CloudHybridPublic Cloud STRATEGIC GROWTH PLAYS … … … 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 Enable businesses to accelerate and automate continuous delivery of next gen apps by delivering highly differentiated DevOps suite Advance IAM and security leadership via SaaS to address challenges of composite applications 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 Environments MANAGED DEVOPS ITBM SECURITY

5. 5 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. 93% of business buyers use search to begin their buying process (Marketo) SEARCH Social networks influence nearly 50% of all IT decision makers (LinkedIn, TechConnect) SOCIAL Study shows people want to evaluate (and discover) alternatives based on first- hand experience… ‘show me’ vs. ‘tell me’ (OnPoint) TRIAL 70% of the buying process is complete by the time a prospect is ready to engage with sales (Sirius) DIGITAL 4 out of 5 B2B buyers access content on their smartphones and mobile devices (DemandGen) MOBILE We Understand The Changes In Our Buyer’s “Journey” And The Broadening Of Our Customer Base Beyond The CIO/IT Department

6. 6 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. 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 Monitors behavior in real time; downloads trigger engagement Heartbeat From 6 pages to 1 Optimized Landing Page We Are Enabling A Faster Path To Product Experience And Value As We Expand Routes To Market And Reach New Customers

7. 7 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. BUSINESS DESIGN QUESTIONS STRATEGIC DIMENSION Source: Oliver Wyman Consulting We Use A Set Of Integrated Questions Across Six Strategic Dimensions To Build Winning And Sustainable Business Models Value Proposition Value Capture/ Profit Model Scope of Activities Strategic Control Organizational Alignment Customer Selection 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.? What high-value customer opportunity are we targeting? To which customers can we add real value? Which do we not want to serve?

8. 8 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. Business Model Focus Area/ Domain MF & Other Security DevOps ITBM Region LA NA AP EMEA SaaS New On-Premise Products Existing Large Enterprise Base Partner- Enabled Systematic innovation in “next generation” business models to drive future growth …And A Clear Alignment Of The Strategy Across Our Full Operating Model To Guide Resource Prioritization And Execution Focus +

9. 9 | 2014 Industry Analyst SymposiumCA Confidential; provided under NDA. © 2014 CA. All rights reserved. Clear strategic plan for growth and market leadership with a unique customer value proposition Alignment across our full operating model through an explicit focus on the unique requirements of our domains, geographies, and business models Deep insight into market trends and competitor dynamics impacting our current and future position Understanding of changes in our customer base and the buying process driving evolution in our delivery models and routes to market 01 02 0304 Summary