Sessione plenaria

1. CA Technologies
Business Service Innovation

2. “New Normal” gap requires a new way of delivering
business services that drive revenue
BUSINESS DEMAND IT must deliver new services to support
FOR INNOVATION initiatives that drive revenue
Client
Mobility Social Big Data SaaS
Experience
IT must
fill this
growing
gap! While optimizing delivery of mainstream IT
Agile Cloud Standardized Automation Bring Your
Rationalization
Delivery Infrastructure Reengineering Own Device
IT CAPACITY FOR INNOVATION
TRANSFORM FROM MAINTAINING
TECHNOLOGY TO DELIVERING INNOVATION
2 Copyright © 2012 CA. All rights reserved.

3. Challenges making this transformation
INNOVATION DELIVERED TO MARKET TOO SLOWLY
• Misaligned skills and resources inhibits innovation
• Traditional service delivery hampers improving time-to-value and cycle
times
CURRENT IT IS EXPENSIVE TO SUSTAIN AND MAINTAIN
• IT complexity is growing
• Productivity is shrinking
SECURITY RISKS ARE INCREASING
• Consumerization is bringing new security risks
• Compliance is getting harder
3 Copyright © 2012 CA. All rights reserved.

4. What do you need to do to make this shift?
• Deliver services faster with
Drive Innovation better quality
by leveraging new • Optimize portfolio for greatest
technologies and the cloud
ACCELERATE return
to meet business needs • Respond quickly to new
demands
Free Up Resources • Transform from manual to
automated
by improving efficiency
and managing
TRANSFORM • Focus on service experience
instead of infrastructure
complexity • Reduce costs and cycle times
• Secure online business to
Reduce Risk increase revenue
of data breach, improper SECURE • Decrease security risk
access and fraud • Simplify compliance
4 Copyright © 2012 CA. All rights reserved.

5. Business Service Innovation approach from
CA Technologies
Transition from maintaining IT systems to
delivering new, innovative services with speed and agility
Customized Value Roadmaps
help you Accelerate,
Transform and Secure IT
5 Copyright © 2012 CA. All rights reserved.

6. CA Technologies solutions capabilities
ACCELERATE TRANSFORM SECURE
MODEL portfolio and services to AUTOMATE end-to-end for SECURE identities, access and data
optimize investment scale and efficiency • Security to, for, from the cloud
• Business and service insight • Process and service orchestration • Identity and access management
• Service virtualization • Infrastructure/workload • Data protection and control
• Project and portfolio analysis automation
• Measurement and control
ASSEMBLE new services
quickly and easily ASSURE quality-of-service
• Service evaluation and acquisition and experience
• Service design and assembly • Performance monitoring
• Catalog of applications • End-to-end service assurance
and services
• Predictive analytics
MANAGE service portfolio
from strategy to execution
• Change and configuration
management
• Service level and catalog
management
• Problem and incident
management
6 Copyright © 2012 CA. All rights reserved.

7. NIST Cloud Reference Architecture

8. To transform, Service Providers must bridge the “new
normal” gap with an innovation engine
Service Provider Enterprise Customer
Innovation Engine
Deliver enterprise customers the
agility needed to move into and Evaluation Criteria
within the cloud
Customer Experience
ENTERPRISE DEMAND
Migrate customers Agility Cost
FOR INNOVATION
VPDC IaaS PaaS SaaS
infrastructure and link to Quality Capability
providers cloud Security Risk
Catalog
Provide insight into IT
Orchestration constraints and business
Service
demands Providers
Insight must fill
Secure and Manage - the this
growing
transaction link between the
enterprise and the providerfor
gap
customers
Establish, monitor contracts and
Optimize SLA’s; optimize the customer
ENTERPRISE CAPACITY FOR
experience
INNOVATION
Extensible Value
Deliver value-added services,
exploiting new technologies and
the cloud
8

9. La Strategia Oceano Blu
Confini definiti e accettati da tutti Un nuovo perimetro
Regole del gioco competitivo note Creazione di nuova domanda
Costante tentativo di superare le Aggirare la concorrenza senza
performance rivali sugli stessi fattori combatterla
L’unico fattore determinante diventa il Non è necessario allontanarsi
prezzo troppo dai confini di settore
Concorrenza all’ultimo sangue

10. Il Framework delle quattro azioni
La nuova Curva del Valore (Value Streams)
RIDURRE
Quali fattori andrebbero
ridotti al di sotto dello
standard di settore ?
ELIMINARE CREARE
Tra i fattori che Nuova
Tra i fattori mai offerti dal
l’industria da per Curva del settore quali dovrebbero
scontato, quali Valore essere creati ?
andrebbero eliminati ?
AUMENTARE
Quali fattori andrebbero
aumentati al di sopra dello
standard di settore ?

11. “CA Market Dynamics”
CA Business Planning Services to Collapse Service Provider Time to Revenue -
Stages consistent with CA competitive advantage –
helps service providers build their margin by getting to market fast
Business Modeling to
(Cloud) Service Market Launch and
maximize profit and
Portfolio Planning Sales Enablement
accelerate breakeven
• A compelling • Pricing and • Acceleration of lead
differentiated set of packaging of generation
cloud services planned services • Rapid spin-up of
• Phased service • Initial customer marketing and sales
launch to take adoption and staff
market share service growth
11

12. Components of CA Market Dynamics
Launch Strategy Service Portoflio Expense
& Goals Planning Modeling
• Local market • Service offers, • Hardware
demand launch sequence planning
• Competitive • Pricing & • Implementation
analysis packaging & staffing
Sales & Channel Co-branded Awareness &
Demand
Development Marketing Assets
Generation
• Sales enablement • Content library • Webinar Content,
training & for rebranding best practices
playbooks • Collateral & • Marketing
• Business value multi-media development
justification funds
12

13. Suggested Service Offers, and Real World Pricing (US)
Share of 2010 market
and 5 year growth rate¹
‒ $15/user/month – messaging
SaaS ‒ $40/user/month – messaging + email
20% MESSAGING
REVENUE
EMAIL ‒ $3165/month email up to 1000 users
47 ‒ $5000/month email up to 5000 users
% ‒ $7150/month email up to 10000 users
VIRTUAL PRIVATE
DATA CENTER Launch virtual
‒ $2800/month – 32 Core 48 Gb server/storage,
PaaS memory 1Tb live & backup storage,
39%
‒ $4800/month – 64 core, 128 Gb, 2Tb/2Tb
PaaS, and VPDC
‒ $7500/month – 192 core, 192 Gb, 4Tb/4Tb now to take
advantage of
10 PLATFORM AAS current market
% ‒ $199/month – 1 node, 1.5 CPU core, 2304 MB RAM, 90 GB storage demand
‒ $634/.month – 2 nodes, 5 CPU cores, 7680 MB RAM, 300 GB
storage
IaaS ‒ $1984/month – 4 nodes, 16 CPU cores, 24576 MB RAM, 960 GB
30%
storage
43
% VIRTUAL PRIVATE ‒ $30-90/month – Linux Follow with SaaS
SERVER (IaaS) ‒ $40-100/month - Windows after experience
and knowledge
of local market
LAUNCH demand grow
¹ Source: Total 2010 Public Cloud Market: $22.2B. IDC Worldwide & Regional Public IT Cloud Services 2010-2014 Forecast, June 2010
How Service Providers are Leveraging CA Technologies to Make Money in the Cloud

14. About CA Technologies
MARKET LEADERSHIP
CA Technologies is a leading
provider of IT management One of the Forbes World’s Most
software and solutions to global Innovative Companies
private and public enterprises:
RANKED #1 in Forrester’s list of IT Management
• Broad and deep portfolio of Software Vendors by Revenue.*
solutions that deliver business
outcomes across the entire RANKED #2 Cloud Systems Management
business services lifecycle Software Vendor**
• Innovation through organic One of Fortune Magazine’s Most Admired
investments and acquisitions Companies (software industry)
• Customer choice: multi-platform
and system agnostic, consume One of Newsweek’s Top 10 greenest companies
software the way you want –
on-premise, on-demand, 30+ years managing complex IT environments
service providers
$4.5 billion annual revenue & strong profit
*Forrester Research, Inc., “Who’s Who In IT Management Software 2.0”, August 17, 2010
** IDC, “Worldwide Cloud Systems Management Software, 2011-2015 Update and 2010 Vendor Shares”, Document No. 231493, November 2011.
14 Copyright © 2012 CA. All rights reserved.

15. Grazie