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For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

Famularo thought back over the criticism CA Technologies had weathered; industry pundits claiming that the mainframe—CA Technologies’ bread and butter—was dead and would go away. In fact, he had the opposite “problem.” In 2010, analysts reported that CA Technologies’ mainframe business was strong and accounted for over 60% of the firm’s revenues and a majority of its profits, with no sign of slowing down.3 Moreover, Famularo knew CA Technologies’ line of products was anything but outdated, having evolved to include solutions to help enterprises manage and secure their increasingly complex IT environments, incorporating mainframe and distributed platforms, web services and an expanding array of mobile devices. But given the attractiveness of CA Technologies’ current mainframe and distributed business lines, how firmly would the company back the emergent cloud business? How would the company handle technological evolution and its associated need for transformation? What would CA Technologies need to do to drive the growth of its cloud business? What strategies, systems and processes would have to be put in place to drive scale and profitability? Most importantly, should CA Technologies’ cloud business be positioned as an incremental, complementary addition to its mainframe and client-server businesses or should it be framed as a disruptive and entirely revolutionary technology?

Company Background

In 1976, Charles B. Wang and Russ Artzt, fellow-Queens College mathematics graduates, and a handful of colleagues founded New York-based Computer Associates. “We both had an entrepreneurial spirit and we wanted to innovate and build something,” recalled Artzt, CA Technologies co-founder and vice chairman. Information technology management at that time presented significant problems, with “lots of gaps,” said Artzt, such as the lack of secure and protected master data files. At that time, data was stored on disks or magnetic tape, and, according to Artzt, “anyone could potentially change or delete the data on the file. There were no controls.” CA Technologies started with a focus on IBM’s mainframe market, introducing CA SORT, which delivered full-function sort, merge and copy capabilities, and helped the young company hit $5 million within a year. Wang fostered a competitive culture internally, pushing long working hours and offering free breakfast to “get employees in the building and working quickly.”4

In 1981, the company went public, selling 500,000 shares to raise $3.2 million.5 CA Technologies focused on developing mainframe software that streamlined and automated mainframe operations, lowering cost and freeing IT staff to work on more strategic projects. Fueled by early success, CA Technologies pursued an aggressive growth strategy based on internal development and acquisitions. By the late 1980s, CA Technologies mainframe software portfolio had broadened to include workload scheduling software, security management products, helpdesk, event automation software, mainframe performance optimization, tape and media management, application development and databases. CA Technologies grew to hold the number one or two market share position in many of these market segments. When the company acquired Uccel Corporation in 1987 it became the largest independent vendor of mainframe infrastructure software, and in 1989, it was the first software company to exceed $1 billion in revenues. Into the 1990s the company continued to provide new products aimed at security, relational database management, and systems management. CA Technologies was the first to develop a software architecture providing a unified development environment for all multi-platform enterprise solutions. With its Unicenter solution, the company became the first to deliver cross-platform solutions for UNIX and other open systems, and pioneered a product to integrate network and systems management.

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

CA Technologies: Bringing the Cloud to Earth 611-047

CA Technologies continued to expand beyond the mainframe into client-server, or distributed computing, with a series of acquisitions, including Platinum Technology in 1999. By the mid-1990s, the company had expanded to Asia, Africa and Latin America, and offered a full suite of products for Microsoft Windows NT, and formed partnerships with both Microsoft and Netscape at a time when the two firms were in a head-to-head battle for dominance in the browser wars.

Customers of CA Technologies typically purchased a license to use the specified software for a period of three to five years, including software updates and technical support. From early on, CA Technologies adapted with its customers’ changing business needs, pioneering flexible licensing (FlexSelect Licensing) which offered customers a subscription-like sales model enabling them to pace their technology investments to their business growth.6 By 2002, with a growing portfolio of customers and product offerings, CA Technologies created manager-led business units to better align its software solutions with customer needs.7 CA Technologies maintained a highly effective executive sales force, with deep connections into the CIOs’ offices and IT organizations of the Global 2000.

Wang transitioned out as CEO in 2000, and in April 2001, a New York Times article appeared suggesting CA Technologies’ management had inaccurately reported earnings through various accounting practices by recognizing revenues from software contracts in quarters before the contracts were signed.8 The company’s board directed the firm’s general counsel to investigate the allegations. In 2003, federal investigators remained concerned, and in October, the audit committee announced that some contracts had been backdated by CA Technologies employees. In February 2005, an independent directors committee was formed, which included William McCracken a newly appointed board member and long-time, senior IBM executive. As a member of a special litigation commission, McCracken recalled, “We dug deep into the company to try to understand the extent of the accounting issues. It gave me an up-close and personal view of the company.”9

In 2005, with a new CEO, industry veteran John Swainson, at the helm, CA Technologies unveiled its new logo, launched a new global branding program, “Believe Again,” and released 26 new versions and 85 new products—its largest release to date—all under the umbrella of enterprise IT management (EITM), the firm’s push to unify and simplify the management of enterprise-wide IT. Several strategic acquisitions bolstered CA Technologies’ capabilities, including Concord, Wily, Netegrity, and Niku.

In 2006, CA Technologies officially changed its name to CA, Inc. and began using the tag line “Transforming IT Management,” to underscore the firm’s primary differentiator: the ability to unify elements of IT and simplify complex IT management. Over the next four years, the company continued to build upon its EITM portfolio, garnering recognition from top IT industry analyst firms as a leader or leading provider in multiple IT management market segments, including project and portfolio management, web access management, identity and access management, user provisioning, records management, job scheduling and data discovery solutions, to name a few.

Evolution of an Industry: IT Management

Every 15 years or so a set of technology advances enables a new model at the same time that businesses realize the current approach is running out of gas. The PC wasn’t just a little mainframe. It changed the way people interacted with computers. The Web wasn’t just a different kind of PC. It radically changed the way people interact with businesses. The cloud is the same. Cloud is not just a new way to run data centers. It is a completely new approach to IT.

— Donald Ferguson, executive vice president and Chief Technology Officer

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This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

The history of mainframes was tied to the evolution of IT and had its roots in the 1960s when computing and computers became common in mainstream business functions (Exhibit 1a provides a diagram of the waves of business and government investment in IT as percentage of GDP from the 1950s to 2016 (forecast), Exhibit 1b provides a simple diagram of the stages). Early mainframe computers ran software applications to help manage and automate a company’s many processes, from payroll and accounting tasks to scheduling production processes; these tasks soon grew to encompass a wider variety of specialized business applications, including enterprise resource planning and warehouse management, vertical applications for industries such as medical, telecommunications, insurance and finance, and storage of mission-critical consumer and employee data.

In 1964, IBM’s System/360 set a new mainframe standard,10 in part because it was designed to be upward compatible, enabling future generations of mainframes to run older applications unchanged. Businesses adopted mainframe computers, confident that investments in expensive custom software development would not be rendered obsolete, even as computing architectures advanced. Indeed, even IBM’s latest (2010) mainframes could generally execute programs developed in 1964 for the IBM System/360. The IBM System/360—and later the IBM System/370 and subsequent architectures— have been the most successful and long-lived in history, driving a massive, almost 50-year build-up of applications and mainframe software.

Beginning in the late-1970s, the business computing environment saw the introduction of word processors (Wang 1200) and personal computers (the IBM PC, introduced 1981), allowing employees greater flexibility and autonomy in running software. Spreadsheet, word processing, presentation and other desktop publishing capabilities soon followed, and throughout the 1980s, personal computers spread through most businesses. The mainframe continued to underpin a company’s IT systems, however, connecting and supporting all of these machines and their functions across the new platforms, while it continued to run core functions.

As use of computing in businesses grew, complexity increased, and organizations began to spend more of their IT budgets for ongoing operation and maintenance. By the early 1980s, one-third of a mainframe customer’s costs went to hardware; programming and services made up about two-thirds of their costs.11 Unlike other office machines, such as typewriters or cash registers, computers altered a company’s information systems, keeping a dedicated team of engineers and programmers busy creating new applications as well as managing and troubleshooting old ones. Complexity and cost were the result, creating motivation for IT management companies, such as CA Technologies.

Prior to the emergence of software vendors such as CA Technologies, mainframe operating systems and basic utility software was supplied by the hardware company (e.g., IBM), with specific business applications custom developed by each organization to meet their own unique requirements. Companies such as CA Technologies recognized that increasing complexity and cost associated with running mainframe computers created a need for software that managed and secured the mainframe, improving its ability to process work while reducing the total cost of ownership.

CA Technologies and other software management companies developed software that streamlined and automated mainframe operations, lowering cost and freeing IT staff to work on more strategic projects. Armed with sophisticated mainframe management software, businesses felt comfortable that they could handle additional complexity as their IT systems grew. Internal IT groups leveraged new mainframe technologies, permitting large-scale IT consolidation and creating immense datacenters based on larger and larger servers.

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

CA Technologies: Bringing the Cloud to Earth 611-047

With the advent of lower-cost systems in the 1980s, and multi-module application software, which enabled enterprise management software to run across (cheaper) smaller machines connected over networks, more and more businesses could afford these systems and applications to run their computing needs. Yet, despite the claim for its “imminent demise” as these newer and less expensive resources became available, the mainframe continued to serve as the base support for the enterprise’s core IT needs, networks and computing functions.

In time, IT management was characterized by network computing (1992-2008), which drove additional process automation with the introduction of ERP software, customer relationship management software and supply chain management software; all based on client/server or distributed computing architecture. Distributed servers increasingly handled an enterprise’s departmental and other workloads, emulating such mainframe functions as partitioning capabilities, virtualization technologies and workload management controls.12 The rise and maturation of distributed computing allowed core IT functions to expand beyond the mainframe, requiring management capabilities for these environments similar to those that had arisen earlier for the mainframe. The enterprise’s IT capabilities became yet more complex as the Internet and e-commerce software drove enterprise applications into sales and purchase processes over the Web. At the same time, the mainframe continued to mature and support a broader range of software vendors and offerings.13

By 2000, software as a service (SaaS), application service providers (ASPs), and hosting services took hold, offering applications or the ability to run companies’ software in remote data centers, for a monthly or yearly fee, obviating the need to invest and maintain infrastructure. Increasingly, IT customers became more comfortable with the knowledge that “their” applications ran remotely.14 The parallel development of browser-based access to many applications increased employee mobility (and complexity for IT groups), and fostered even more proliferation of technology devices connected to the network.

By 2008, despite the continued claim of its imminent demise, mainframe sales continued to grow; one analyst estimated that mainframes were home to “70% of the world’s critical transactional data” that year.15 Virtualization, an idea whose roots traced to the mainframe, was becoming increasingly important in the distributed computing environment as well, in three forms (system, platform and hardware). The market for mainframe software held an 8.5% share of the overall 2009 software market, estimated at $272 billion.16 (Exhibits 2 to 4 provide data on worldwide software revenues.)

The Mainframe Context in 2010

By 2010, companies’ IT profiles had changed dramatically since the early 1960s, yet despite most common perceptions, the mainframe—often now in the guise of a server—still served as the core resource and system base for some 4,000 to 5,000 major organizations around the globe and in 2010, was a $49 billion industry.17 Concomitant spending on power and coding expenses, and management costs brought that number close to $200 billion (see Exhibit 5). Enterprise IT expenditure, as a function of capital expenditure, had gone from 2% in 1965 to 25% in 2011.18 The mainframe supported a complex ecosystem of software surrounding it: ranging from system software to run the machines; application software to execute tasks; and security and compliance software.19

Changes in hardware and software had introduced layers of additional complexity sitting on top of the original technologies that underpinned a company’s functions. As Ajei Gopal, executive vice president, Technology and Development Group, noted:

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

In 1995 we saw Netscape’s IPO, HTML, browsers, in the context of dial-up access and some broadband penetration, business need opened up access to customer 24/7. In 2010 we are witnessing the cloud: SaaS, social networking ranging from sharing of pictures etc., Web 2.0, distributed computing. These things add on to each previous breakthrough. Nothing goes away. It takes a generational shift to change.

As the IT environment had evolved, total cost of ownership (TCO) issues played a role in the enterprise’s hardware decisions. Servers in a distributed computing environment, for example, typically cheap and straightforward, could offer additional capacity, flexibility, reliability, and distribution of an enterprise’s data, which mitigated risk. However adding hardware often meant hiring more IT professionals—the most expensive side of any IT equation—to manage and maintain the environment. Alternately, mainframes could represent a significant upfront expense, however once a mainframe was in place, an enterprise could often add capacity without impacting the resources needed to manage the environment. As one observer noted, “In an existing mainframe environment, many of the initial costs associated with deploying a new solution already have been paid.”20

The role of the CIO had changed over time as well, becoming more business-need driven, making CIOs increasingly forced to function as service level managers. The demographics of IT engineers had also changed. By the mid-2000s, most graduating computer engineers had never used a mainframe, and received no instruction in mainframe technology; many had to learn mainframe skills on the job.21 As one observer wrote, “Teaching mainframe skills is out of vogue at many universities with the advent of newer approaches to solving the biggest computing challenges.”22 In 2010, the average age of mainframe workers was 55 to 60 years old. Many feared the lack of talent would prompt companies to adopt smaller, distributed servers to run networks, Web operations and the range of other computing tasks run by mainframes.23

By 2010, the number of mainframes dropped to about 17,000 from 30,000-to-40,000 in earlier decades.24 Two factors were cited: the emergence of competing technologies (servers based on Intel semiconductors) and newer, more adept and efficient mainframes that could manage the work requiring several machines in the past.25 According to one source, IBM’s 2010 mainframe ran up to 60% faster than models introduced in 2008, using the same amount of power and cutting service costs by as much as 70%.26 When compared to models from earlier decades, mainframes in 2010 generally offered thousands of times more capacity, as one CA Technologies executive noted, “So the reduction from 30,000-to-40,000 to 17,000 mainframes actually represented a significant increase in net capacity that had been growing at 20% a year since 2001.” (Refer to Exhibit 5.)

The Next Step for IT: Cloud Computing

Toward the end of the first decade in the 21st century, cloud computing dominated IT discussions. Cloud computing was based on nearly all of the concepts that were part of a mainframe environment, but was centered on a dynamic pool of resources, in many cases outside an organization’s own IT environment. At its base, the cloud computing model assumed a shared utility approach of applications, typically stored or accessed remotely via a public or private network, featuring a move for the enterprise away from owning and operating their own software and hardware (Exhibit 6 provides illustrations). Hotmail, Yahoo! Mail, Google Mail, as well as Flickr and other similar social sharing sites were examples of popular (commercial) cloud services. As one observer noted:

The big-picture concept underpinning cloud computing is that the economic efficiencies associated with mega scale service providers will be compelling. [. . .] If you accept the fundamental premise of such efficiencies, the future of computing lies in multitenant shared

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CA Technologies: Bringing the Cloud to Earth 611-047

facilities of massive size (where size does not necessarily mean a single facility, but a shared resource pool that is most likely geographically distributed).27

Analysts pegged potential savings for enterprises using the cloud at about 40%; one analyst projected cloud computing would save Europe’s five largest economies as much as £645 billion (about $920 billion) from 2010-2015.28

As early as 2008, cloud computing reflected a convergence of many factors in the IT environment, including pervasive virtualization, fast application and service provisioning, elastic response to load changes, low-touch management, network-centric access, and the ability to move workloads from one location to another.29 (Exhibits 7 and 8 outline some of the IT supply chain and management aspects addressed by cloud computing.) Industry insiders were divided about the opportunities, and even conflicted about simple definitions of cloud computing. And while most agreed cloud computing was “bringing enormous power to large and small organizations,”30 many decried the hype around cloud computing; a Forrester analyst called cloud computing “overblown,”31 and Oracle CEO Larry Ellison criticized the computer industry saying, “[W]e’ve redefined cloud computing to include everything we already do. I can’t think of anything that isn’t cloud computing with all of these announcements. [. . .] Maybe I’m an idiot, but I have no idea what anyone is talking about. What is it? It’s complete gibberish. It’s insane. When is this idiocy going to stop?”32

Cloud computing had its skeptics for good reason. Some argued that applications and services would continue to run both inside enterprise firewalls and in the cloud, for reasons of technology, switching costs and control. As an observer noted, “Many applications were written with a tightly coupled system architecture in mind [. . .] and can’t simply be moved to a more loosely coupled cloud environment.”33 For legacy applications, there were significant switching costs and time required to move to a new software model. Security and compliance were also major concerns, despite numerous advances in both. “We can argue about the degree to which [these concerns are] justified,” an observer wrote. “But ultimately, perception is reality.”34 But most agreed: cloud computing offered a range of exciting opportunities, and analysts estimated cloud computing to be a $40.7 billion market by 2011,35 and projected it to grow to $241 billion by 2020.36 (See Exhibits 9 and 10.)

Enterprises took varying approaches to the cloud; some were very conservative and opted for fully private cloud services (where the resources they contracted for were dedicated solely to them), others were comfortable with a hybrid approach (some private/dedicated resources, some shared), still others selected a few options from the menu of shared cloud services as they best fit individual enterprise needs. David Hodgson, senior vice president of Product Management at CA Technologies, explained, “Some [enterprises] pursued a strategy to help enterprise IT provide a private cloud, in- house, for core systems that was scalable and flexible on demand, which was more than just virtualization.” But concerns over security and control were entrenched; additionally regulations about the export of data varied across the globe, and would have to be accommodated.37 Many argued the mainframe was still the best place to store and secure data. Explaining mainframe skepticism, George Fischer, EVP and group executive, Worldwide Sales and Operations, said “It’s the data, stupid.” The cost of securely moving or replicating an enterprise’s data was just too big for most companies to contemplate a new environment.

Competitors

Since early 2006, Amazon Web Services (AWS), an Amazon.com company, provided companies of all sizes with an infrastructure web services platform in the cloud to make web-scale computing simpler for developers, and offered EC2, a tool enabling users to run a variety of operating systems

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

and load custom applications. Google’s Google Mail was a popular cloud application service, and Google’s Cloud Connect allowed multi-person editing and access to Microsoft Office products (Google Docs). (Appendix A provides more complete details of select competitors and their products.)

From 2008 to 2010, analysts noted a frenzy of acquisitions from vendors looking to enter the cloud computing space; CA Technologies alone had spent over $1 billion between 2009 and January 2011 to round out its cloud portfolio. One analyst noted, “As the 10 large vendors have increasingly reacted to market trends, their acquisitions pace has accelerated to the point of snatching startup companies, even with little proof that the technology really works or that it has been capable of attracting clients [. . .].”38 Given the ingrained belief inherent to large technology vendor companies that responses to perceived trends “should be lightning fast,” some argued acquisitions were more efficient than internal development geared to meet new demands or keep up with market innovations. “There are some in the industry that think internal development takes too much time, and thus acquisition at almost any price is the answer,” said McCracken. Yet others argued that integrating a newcomer into an existing portfolio and making sure that the integration makes sense may take months of time and cost a great deal of money.

Oracle’s acquisition of Sun Microsystems closed in January 2010, throwing “a prominent software heavyweight into the hardware business.”39 HP also made a string of deals that year, adding networking capabilities (3COM Corp.), smartphones and a mobile operating system (Palm Inc.), data storage (3PAR), and security and compliance software (ArcSight Inc. and Fortify Software). Analysts viewed the contentious acquisition of 3PAR (Dell first bid for the company, but was later outbid by HP) as a sign of an escalating race in acquiring data center operations capabilities.40

By 2010, a range of competitors offered cloud computing products and services, including traditional software and storage management firms (EMC), security and data management firms (Symantec), software service providers (Compuware), or application software firms (Microsoft), but also hardware manufacturers (HP and IBM), and even Web services companies (Amazon and Google). EMC provided information infrastructure services for companies to store, manage, protect, analyze and secure their information within traditional and virtual data centers, and cloud-based IT infrastructures. VMware, a leading virtualization company (owned by EMC), offered data and network integration and management functions, along with consulting services, tech support and training. In 2009, VMware began offering services to help companies migrate to cloud computing, particularly in cloud infrastructure and management, cloud applications, and end-user computing. BMC Software, another provider of enterprise management software, offered several products that provided business service management support as well as SaaS for both enterprises and mid-sized businesses. Symantec, a software security and data management company launched Symantec.cloud to securely store and manage information sent over the Web and through email. IBM, one of the world’s largest software and semiconductor producers, also offered cloud products, including tools and applications such as LotusLive, a web-conferencing tool, and Smart Desktop Cloud, which enabled users to access their desktop files remotely; Tivoli Love, designed to assist in service management; and information protection services managed backup cloud, which securely protected data. Compuware launched its CloudSleuth product in 2010, providing third-party verification of service reliability.

Microsoft also played in this space, with several cloud options for businesses, including Windows Azure, a cloud services platform accessed on Microsoft data centers, Hyper-V, which enabled users to consolidate multiple server roles onto separate virtual machines, running on one physical machine, and Office 365, which provided access to the company’s Office and Outlook products through cloud

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This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

CA Technologies: Bringing the Cloud to Earth 611-047

services. Microsoft’s Azure platform hosted SaaS offerings from companies such as Quest, and it’s Windows Management Services.

CA Technologies’ Reaction and Move to the Cloud

Building from its Legacy of Managing Enterprise IT Complexity

In 2007, with 30 years in the business, CA Technologies had the most complete portfolio of management software from the mainframe to client server, including systems management software, database, performance, storage, capacity planning, and network management. But as technology continued to evolve, some felt the firm’s offerings reflected a 30-year old strategy complicated by layers of company and product acquisitions, and many feared revenues would decline as new systems management tools and cloud based environments developed.

In 2008, the company announced Mainframe 2.0 to make the mainframe solutions easier to use, to create greater uniformity among products and provide services to ease mainframe burdens. By 2009, new releases of Mainframe 2.0 tools modernized mainframe ownership and eased the transfer of management tasks to a new generation of IT professionals.41 The repackaged products offered software solutions that could be delivered electronically. With a bit of additional development, CA Technologies was able to enhance their mainframe systems management software with a few specific tools to allow knowledge transfer from old to new systems and workers, and accommodated expert knowledge in the workflow.42 By introducing the CA Technologies Mainframe Value Program, CA Technologies would send in trained CA Technologies specialists into a customer environment to ensure that they were reaping the full value from the software which increased customer satisfaction and renewal rates. Within a year, this helped CA Technologies stem the mainframe business decline.

Yet, the firm could see the shifting landscape before them and McCracken was concerned; his advice then was, “we were at an inflection point and we had two choices: stay where we were and continue to grow, or aggressively go after the next wave of computing–cloud computing.” But the firm was silo-ed and poorly organized to make decisions on this scale. “There was little movement,” he said. He recalled writing a note to CEO Swainson at that juncture: “It’s like we’re standing on the service line of a tennis court—not the best position to win the match.” Clients’ lines of business had evolved around their existing IT. “We found that businesses no longer needed their IT departments,” Hodgson said. “What they needed was agility. Agility meant they could get where they needed more, quickly, at lower costs, and whatever they built didn’t have to be baked in, you could change your mind later if need be.” It became clear that IT no longer had a lock on their enterprise’s business. “From the CA Technologies perspective it was worrying,” Hodgson recalled. “The people we sell to are IT. We worried about losing a fundamental dynamic.” CA Technologies’ and competitors’ sales teams now had to go directly to the lines of business to sell, frequently not meeting with the client’s IT staff at all. Yet, as Dobson noted, the management software layer that had been important for years, “was relegated to fuel status—it’s seen as a necessity.”

By July 2008, although CA Technologies had weathered the accounting scandal, McCracken was worried. Mainframe software remained a major portion of CA Technologies’ business, but the environment was clearly evolving. Head of Strategy and Mergers & Acquisitions Jacob Lamm added, “It was clear that we were no longer a part of the conversation. We were growing at 3% to 4%, while the market was growing at 7% to 8%. But when we dug deep, we saw that submarkets were growing 5%. We were in the wrong markets. We needed to get to new, higher growth markets. We weren’t focused enough, and we were in too many markets.” In early 2009, McCracken was still frustrated. He recalled, “We were spending about $600 million on development a year, and had about $1.3

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611-047 CA Technologies: Bringing the Cloud to Earth

billion a year in cash flow. Yet we were still growing below industry standards. How could we shift things and become thought leaders in this new emerging space?” In September 2009, Swainson announced he would retire in December that year, and in January 2010, McCracken was named CEO while he remained chairman of the board.

Getting Left Behind?

CA Technologies’ organization had remained stable throughout the decades of software evolution, with a product management group, an applications group, and a mainframe and security group; this also no longer aligned with the external environment. “We were set up for slow growth,” Dobson said. “Our structure was set up almost like a manufacturing company—very internally focused.” Organized by business units, under Gopal’s leadership as executive vice president, the business units were run by general managers (GMs) who reported into Gopal, while the P&L rolled up to corporate. The business units were “complete silos,” Famularo explained; only sales and marketing—a separate unit—cut across all the silos, but sales, Famularo said, “was driven by a different set of incentives.” (Exhibit 11a provides a chart of the earlier organization.)

Focusing on the customer under this organization was difficult. “We built product vertically, and then sold from the verticals, but customers install horizontally,” McCracken explained. “Our product-focused organization didn’t look at the customer. There had been a ‘We know what they need’ attitude.” The structure meant overlap and inefficiencies in development as well; “You had one development team reporting up to one business unit owner,” Famularo said. “Yet we were all working on similar issues and needs.”

Reorganizing to a New Strategy

Firm-wide strategic sessions, internal surveys run by a third-party consultant, and industry intelligence combined to convince McCracken to reorient CA Technologies. He envisioned a more efficient organization that could get to decisions faster. “We have to be fast, swift, efficient,” he said. “Like a start-up.” McCracken organized the firm along four strategic pillars: grow the mainframe business; develop SaaS; lead security; and develop virtualization products. One individual would be responsible for each pillar. A fifth focus area, led by Famularo, covered all aspects of CA Technologies’ cloud offerings (see Exhibit 11b). With the firm’s senior leadership, McCracken pushed hard on the reorganization and new strategy. But change was not easy, he noted, “We have to be vigilant. Bureaucracy was still a factor; culture can eat strategy every day.”

The new organization reflected a customer-facing approach, with a Customer Solutions Group (CSG) led by Dobson that included customer support and go-to-market capabilities; as Lamm explained, “We created the concept of customer solutions units, we deliberately wanted ‘customer’ in the name.” With a shift to focus on market, the firm formed a direct sales force that focused solely on $2 billion accounts and above. “The strategy helped refine our focus. It helped us refine our product offering,” said Nancy Cooper, CFO. She explained the new logic and next steps, “The strategy shifted us from a geographic perspective to product perspective. We had a profound franchise in the mainframe and had to move to a profound franchise in product and distributed. We had a beautiful balance sheet. We used the balance sheet to go after the strategy. We put together a $750 million bond offering to go after acquisitions to fill the skills and technology gaps we’d identified.”

Acquisitions

With the new strategy articulated, McCracken and Lamm looked to add to CA Technologies’ cloud computing capabilities. McCracken explained, “For three and a half decades, we’ve managed

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CA Technologies: Bringing the Cloud to Earth 611-047

and secured IT. The cloud presented an inflection point. What we did then, we need to do again, but in a new environment. We’re taking our core business into that new environment, but it’s still who we are.” The series of company-wide surveys had already aimed to take employees’ pulse of the industry, asking “Where is it now? Where is it going?” McCracken explained, “It’s hard to move a company into something the company is not. Most companies look for adjacencies.” Instead senior leadership started to look internally at ways to consolidate and streamline, “And while we always had been examining our product needs on a build versus buy basis,” McCracken said, “I knew we had to look externally to help build the portfolio we needed to deliver on this strategy.”

A steady stream of acquisitions from 2008 to 2010 strengthened CA Technologies’ cloud offerings. McCracken noted, “We want to be the thought leader in the sector, be first to market.” He added, “Large corporations like us don’t easily innovate, they integrate from startups, bring them in, build them and make them strong for the market.” Internally, the company undertook building a new management integration platform, Catalyst, as well. “This was a major change for our company,” McCracken said. With cash available, McCracken and his mergers and acquisitions (M&A) team had about 250 to 300 companies on their radar at any one time. Within nine months, McCracken had undertaken nine acquisitions, including 3Tera, a turnkey cloud computing platform software firm; Arcot Systems, which provided cloud-based authentication software; NetQoS, software solution that complements CA Technologies eHealth and Spectrum products to optimize and manage network infrastructures; and Nimsoft, which provided service assurance capabilities for smaller enterprises and managed service providers. Within 12 months, CA Technologies had invested nearly $1billion in acquisitions.43 (Exhibit 12 lists a history of CA Technologies’ acquisitions over time.)

However, some worried about integrating these new young companies. McCracken agreed, “When you bring small companies in that do completely different things from what you do, it’s not an adjacency opportunity. I saw it at IBM, it’s like white blood cells surround the new thing and they kill it.” Some argued for insulating some of the smaller acquisitions—incubating them. “Like a parent bringing up a child,” McCracken explained, “you protect them until they’re big enough to be on their own. They are guided and protected, but also pushed out on their own when they are ready.” He acknowledged that for many, this was a culture shock, “We upset the apple cart,” he said, “but we needed to or people wouldn’t change.” Along with the reorganization, and the various acquisitions, McCracken and his senior leadership looked to grow the firm’s younger talent.

By 2010, CA Technologies had about 13,500 employees with 3,500 sales support personnel and 5,600 development engineers. About 55% of company revenues was domestic, 45% was international. McCracken indicated that he wanted to see this ratio flipped; “Three years from now, we’ll look totally different,” he noted, “I want us to get to where 55% of our revenues come from international markets, and 45% from the domestic market.” Some of this change would come through entry into new geographies, and some would come by selling to new accounts. The company changed its name again, to CA Technologies, and dedicated $200 million in marketing to support the re-branding and reorganization effort.44 By this time the firm had gone from junk rating to AA; and had robust funding for the future, with $1.5 billion in cash and a strong balance sheet (Exhibit 13 provides 2010 financials). The company’s stock had stabilized after the accounting scandal and was performing, although some felt the company was undervalued (Exhibit 14 provides stock performance over time, in comparison to peer companies; Exhibit 15 provides a list of CA Technologies’ products by group.)

CA Technologies’ Cloud Computing: Ready for the Cloud?

The Internet has been transforming from people using browsers to read and access Websites, to a web of “call-able” services—compute, data, business APIs, etc. This is inevitable. He who gets in the way of the Web

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611-047 CA Technologies: Bringing the Cloud to Earth

gets run over by the Web. We had a choice. Lead and help make it happen or be run over and left behind. We chose lead.”

— Donald Ferguson

Industry insiders continued to question the significance of cloud-based opportunities; some claimed even security was not predicted to grow extensively in the cloud. McCracken and CA Technologies’ senior leadership felt differently. “I had a gut feeling about it, I knew security was going to be big in the cloud,” McCracken said, “but software-as-a-service was an enemy to us at that point. We’re about being on-premise, and the revenue stream from SaaS seemed to be tiny.” Most of their clients did not even have an understanding of how much of their software or systems tools were already based on a utility model; even internally, McCracken’s intuition was that employees of CA Technologies itself were using many more cloud-based services than the company was aware of. Dave Hansen, CA Technologies’ general manager of Security (IAM) business, put some code together to capture this data, and most guessed the firm was running maybe 10 to 50 programs. “We found 659 programs. That told us, ‘You’re already in the cloud, you just don’t know it,’” McCracken said. “We realized we can either do it ourselves, or have someone else do it to us.”

In July 2010, Hansen was asked to take over CA Technologies’ management products and solutions. “Our organization was now aligned to our strategy,” he said. “Before this, we knew we weren’t resonating that well in the market.” Hansen’s group focused on large enterprises, specifically the top 1,000 IT spenders, where, he said, “The bigger the customer the more skeptical they are of cloud adoption.” Some felt CA Technologies was perfectly positioned to help these large enterprises leverage the efficiencies, flexibility and savings of the cloud. Lamm said, “Services in the cloud is like the final frontier, where service meets the user and everything becomes automated. Enterprises are piecing things together in an interesting way. We can be a partner to this kind of CIO as they think about their options.” Others were skeptical, and some felt CA Technologies, with a cadre of seasoned mainframe engineers, was the least likely champion of the cloud, which threatened to undercut CA Technologies’ bread and butter.

There were three big areas of solutions that CA Technologies identified in the initial wave of cloud strategy: virtualization management to enable a private cloud environment; service assurance, or the management of network-reliant services; and, security. As Fischer noted: “There is a misconception that the cloud is cheaper. It’s not. Software has to be developed, amortized, and supported. And it still has to have localization, etc. But there are economies of scale.” All agreed the TCO was “hugely affected” by any initial investment, even software, as Fischer elaborated, “Software-as-a-Service may decrease cycle time, but not complexity, in a big company.” But for smaller companies, especially startups, the cloud could get a company up and running in half the time, and at half the investment. Large-scale computing and data centers, such as Amazon Web Services, were “bursting with capability,” as Fischer said. “Anyone can buy computing capacity from them. That kind of activity would cost millions of dollars to build out. Now they can contract for just the amount they need, and get it for pennies on the dollar, almost like a utility.”

As the company considered the opportunities offered by cloud computing, Hansen’s group ran an experiment—how many SaaS applications did their top customers use? Tools such as customer relationship management (CRM), payroll and Accounts Payable/Accounts Receivable had broken out early, and were offered as stand-alone, off-the-shelf products. When asked, customers said perhaps 30 to 50, “but we found 100s,” Hansen said, “and those were frequently used by HR or legal. These groups were going around their firm’s IT and CIO.” Business units in large enterprises were increasingly bypassing the traditional procurement procedures and processes to attend to their own IT needs.

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CA Technologies: Bringing the Cloud to Earth 611-047

Understanding this, CA Technologies repositioned its offerings from a perspective of IT supply chain management, which “puts the CIO back in charge,” Hansen explained. “If IT groups don’t move themselves quickly into the lines of business, the lines of business will go out and buy solutions directly.” CA Technologies’ value proposition was to offer the CIO, the IT group, even the business unit, control over these products, no matter the original vendor. The biggest challenge, he conceded, was the diversity and range of “look and feel” each customer ended up experiencing, which placed significant pressure on addressing the user interface (UI).

Many agreed the firm had a unique opportunity. “We already manage large companies’ IT assets,” said Bill Hughes, chief communications officer. “The cloud is about a different mentality of how you manage assets, it’s like time-sharing on steroids,” The increased cost of labor to deliver software was also a factor, and the sea of change that was the internal IT transformation at most large enterprises was “a huge opportunity for CA Technologies,” Fischer acknowledged. It included providing solutions and services for automation, performance management, virtualization, and security. “We need to identify all these and the applications that should be automated,” he added.

Others recognized the open door the firm’s client list provided. One insider argued, “The cloud is disruptive, we can use it as a lever to go back to talk to customers.” Others agreed that CA Technologies could be a disruptive player in the cloud, but only if they moved quickly. “We have a five-year window,” said Fischer. “We need to be at the front end of this. We can use it to change our business model, be at the high-end window, before everything goes to software/service.”

Extending Market Opportunity while Integrating Cloud within the Product Portfolio

Despite the potential of reorganizing CA Technologies’ traditional product lines, everyone was impacted by the firm’s opportunities in cloud computing. Dobson said, “We effectively elevated cloud to be a cross-product unit. Now the question is, how do you influence product management?” There were some inherent tensions between existing and cloud models; Hughes said, “The SaaS model is very disruptive to our traditional sales model. Having a cloud story is one thing, now we have to be sure we’re developing products to support our strategy.”

Others were concerned that CA Technologies target the right markets with the right offerings. Dobson noted, “Historically, about 85% of our revenues came from roughly 1,000 companies that are $2 billion and above. Move down to the $300 million to $2 billion sized companies, where there are 14,000 companies for us to harvest. These companies are far more eager to go to the cloud. And the solutions they need or want are much lighter and their TCO is much lower.” This could imply a reset of the competitive landscape.

In mid-2010, McCracken split off Nimsoft, an acquisition that targeted the mid-market and represented a new opportunity for CA Technologies to provide its technology in a SaaS based model and put it under Chris O’Malley’s purview as part of the Growth Markets group. The other cloud- related technologies remained within the Customer Solutions Group to integrate with the firm’s existing product lines. Famularo was put in charge of this latter effort. (See Exhibit 16 for chart of CA Technologies’ Customer Solutions Unit, post-reorganization.)

Bringing the Cloud Down to Earth

Famularo’s first challenge heading the cloud computing customer solutions unit was driving alignment across the CA Technologies organization. Not everyone shared the same perception of the transition. Feelings ranged from, “Going to the cloud is about incremental change, and will take time,

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611-047 CA Technologies: Bringing the Cloud to Earth

and be subtle and nuanced,” voiced from one executive, to, “This move to the cloud is not an adjacency, it’s a transformation at our core,” voiced by a different executive. Dobson underlined this problem: “The challenge is to keep all the pieces aligned. How do you transform culture to move at the rate of the cloud versus our legacy way of thinking? How does the organization become adaptable, responsive enough to go with the cloud? How do you keep alignment in the process?”

Famularo’s second challenge was figuring out how to communicate the nature of CA Technologies’ strategy and transformation to its customers. He explained:

How do we communicate the value of our past experience without positioning ourselves out of cloud computing? How do we change the perception customers have of us without destroying our sales advantage? Are we going to be perceived as mainframe guys dabbling in the cloud, or as a truly transformed cloud provider? If we succeed in communicating the latter view, is that actually good for us?

Famularo, Dobson and McCracken knew the organization had been successful in the past, and like many of its competitors, had come out of the recession with streamlined operations. But would the company continue to transform itself going forward? McCracken was convinced the industry was at a critical inflection point, and that cloud computing represented an inevitable and significant shift. Others in the company were already looking beyond the cloud, to what the next thing might be; as Hughes noted, “I’m just as concerned about what’s coming after the cloud.” “We have to become the company that reinvents itself continuously,” Lamm added. “The cycle happens so quickly, we have to become the company that is constantly innovating. The Web to the cloud, that’s had three years, now it’s practically old news. The next thing is business being done in social media. Where the customers are, business platforms are moving there.”

All excitement and speculation aside, Famularo had to finish his presentation. In a funny way, it boiled down to a simple question: was the cloud disruptive or evolutionary to CA Technologies? And more pragmatically, what should the presentation for Dobson look like?

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611-047

“Smart March

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611-047 CA Technologies: Bringing the Cloud to Earth

Exhibit 2 Worldwide System Infrastructure Software Revenue by Operating Environment, 200– 2014E (in $ million)

2009 2010 2011 2012 2013 2014 2009–2014 CAGR (%)

Mainframe 7,800 8,088 8,330 8,602 8,888 9,186 3.3 Unix 15,463 15,120 14,996 14,728 14,364 13,784 -2.3 Linux/other open source 3,167 3,883 4,773 5,807 7,105 8,695 22.4 Windows 32 and 64 46,019 48,885 53,204 58,278 64,002 70,216 8.8 Other 5,620 5,399 5,073 4,837 4,565 4,367 -4.9 Total 78,069 81,375 86,378 92,252 98,923 106,248 6.4 Growth (%) NA 4.2 6.1 6.8 7.2 7.4

Source: IDC report: Richard V. Heiman, “Market Analysis: Worldwide Software 2010-2011 Forecast Summary,” IDC, 2010, accessed May 2011.

Exhibit 3 Worldwide Application Software Revenue by Operating Environment, 2009–2014 (in $ million)

2009 2010 2011 2012 2013 2014 2009–2014 CAGR (%)

Mainframe 5,472 5,428 5,556 5,683 5,816 5,884 1.5 Unix 31,721 29,942 28,755 27,403 25,962 24,416 -5.1 Linux/other open source 4,350 5,276 6,372 7,783 9,666 11,963 22.4 Windows 32 and 64 71,433 76,605 83,391 91,437 100,541 110,690 9.2 Other 16,662 16,138 15,590 15,041 14,469 13,828 -3.7 Total 129,638 133,389 139,664 147,348 156,454 166,781 5.2 Growth (%) NA 2.9 4.7 5.5 6.2 6.6

Source: IDC report: Richard V. Heiman, “Market Analysis: Worldwide Software 2010-2011 Forecast Summary,” IDC, 2010, accessed May 2011.

Exhibit 4 Worldwide Application Development and Deployment Software by Operating Environment, 2009-2014 (in $ million)

2009 2010 2011 2012 2013 2014 2009–2014 CAGR (%)

Mainframe 9,812 10,231 10,576 10,966 11,489 12,041 4.2 Unix 18,476 18,198 17,721 16,944 16,102 15,210 -3.8 Linux/other open source 5,623 6,737 8,390 10,561 13,104 16,157 23.5 Windows 32 and 64 27,565 19,169 31,564 34,786 38,581 42,771 9.2 Other 3,100 2,915 2,799 2,650 2,497 2,306 -5.7 Total 64,575 67,250 71,050 75,908 81,773 88,485 6.5 Growth (%) NA 4.1 5.7 6.8 7.7 8.2 Source: IDC report: Richard V. Heiman, “Market Analysis: Worldwide Software 2010-2011 Forecast Summary,” IDC, 2010,

accessed May 2011.

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611-047

ration

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611-047 CA Technologies: Bringing the Cloud to Earth

Exhibit 7 The Future IT Supply Chain

Source: Jean-Pierre Garbani, “Teleconference: The Cloud on the IT Horizon,” Forrester Research, March 8, 2011.

Exhibit 8 Managing the Business of IT Today

Source: Jean-Pierre Garbani, “Teleconference: The Cloud on the IT Horizon,” Forrester Research, March 8, 2011.

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Foundation IT management Biz of IT

Infrastructure components

Midtier

Applications

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For the exclusive use of M. Awadallah, 2023.

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For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

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For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

Exhibit 12 CA Technologies Acquisitions (1981–2010)

Year Company Acquired 2010 Oblicore Service level management software for enterprises and service

employers

2010 3tera Infrastructure management and monitoring solutions

2010 Nimsoft IT performance and availability monitoring solutions

2010 4Base Technology Virtualization and cloud infrastructure consulting services

2010 Arcot Software-based digital signature and identity tools to secure online transactions

2010 Hyperformix Capacity management software for dynamic physical, virtual, and cloud IT infrastructures

2009 Cassatt Cloud computing software to make data centers more efficient

2009 Orchestria Data loss prevention (DLP) technology

2009 NetQos Inc. Network performance management and service delivery management solutions

2008 Eurekify, Inc. Role-based privileges provider

2008 IDFocus, LLC. Identity management capabilities

2006 MDY Group Records management software and service provider

2006 Cendura IT service management and application service delivery solutions provider

2006 Control-F1 Support automation solutions provider

2006 Cybermation Inc. Enterprise workload automation solutions and custom home theater design

2006 XOsoft, Inc. Application and information availability solution provider for business continuity, disaster recovery and data protection

2006 Wily Technology Enterprise application management solutions provider

2005 Niku IT management and governance solutions software provider

2005 Concord Communications Enterprise business service management software solutions provider

2005 iLumin Software Services Enterprise message management and archiving provider

2005 Tiny Software Personal firewall provider

2004 Netegrity Security software solutions, identity and access management products

2004 Pest Patrol Anti-spyware provider

2004 Miramar Software solutions that integrate organization’s existing technology assets

2003 Netreon Enterprise software solutions for sophisticated storage environments

2003 SilentRunner Network monitoring solution to visualize network activity before and after security incidents

2000 Sterling Software Application development tools, systems management tools, software and services provider

2000 Applied Management Systems, Inc. Healthcare management consulting firm

1999 Platinum Technology International System management and database tools for client server systems

1999 CMSI Custom-developed IT solutions provider

1998 QXCOM Database administration and security

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

CA Technologies: Bringing the Cloud to Earth 611-047

Year Company Acquired

1998 Viewpoint DataLabs International, Inc.

Developer of special effects/visual effects

1998 LDA Systems, Inc. Consulting services

1998 Realogic, Inc. Technology consulting and systems integration provider

1997 Al Ware, Inc. Intelligent decision support software developer

1997 Avalan Technology, Inc. Remotely Possible/32 family of remote control software developer for Windows NT

1996 Cheyenne Software, Inc. Data storage software company

1995 Legent Corporation Management facilitator software for enterprise-wide computer systems

1994 The ASK Group Translation, design, print, and Web company

1992 Glockenspiel Ltd. C++ commercial implementor

1992 Nantucket Corporation Creator of Clipper language

1991 Pansophic Systems, Inc. Software products provider

1991 On-Line Software International Inc. Software and education services for enterprise users of IBM systems

1991 Access Technology Online technology and logistics services

1989 Cullinet Software, Inc. Distributed mainframe software products

1988 Applied Data Research, Inc. Software provider

1987 Uccel Data processing services, especially tape management system for IBM mainframe systems

1986 Software International Application and system development solutions.

1986 Integrated System Software Corp. Chipset provider for computers, motherboards, VGA cards, and network adapters

1985 Arkay Computer Computer services consulting group

1985 CGA Software Products Security provider for information assets – product named Top Secret

1985 Sorcim Data and spreadsheet software developer, including SuperCalc spreadsheet

1985 Johnson Systems, Inc. Lighting control products and systems for entertainment and architectural lighting

1983 Information Unlimited Software Word processor and other microcomputer programs developer

1983 Stewart P. Orr Associates Distributor of electrical components

1982 Capex Corporation Software company and specialty ink blender

1981 Viking Data Systems, Inc. Developer of data entry-related software

Source: Casewriter research, adapted from “Computer Associates International, Inc. Company History,” Funding Universe, http://www.fundinguniverse.com/company-histories/Computer-Associates-International-Inc-Company- History.html, accessed February 24, 2011.

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

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For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

CA Technologies: Bringing the Cloud to Earth 611-047

Exhibit 14 CA Technologies Stock Performance, Compared to Select Competitors (November 1983- September 2010)

Source: Capital IQ, accessed February 2011.

Exhibit 15 CA Technologies’ Products (2011)

IT Management Solutions Service Automation Business Service Automation, Virtualization Automation, Infrastructure

Automation, Automation Suite Business Solutions, Virtualization and Consolidation

Service Assurance Application Performance Management, Infrastructure Management, Network Performance Management, Service Operations Management, Datacenter Efficiency

Service Management Change, Configuration and Release Management, IT Asset Management, Service Desk Management, Service Portfolio Management, Service Level and Catalog Management

Project and Portfolio Management IT PPM, Business PPM, Public Sector PPM Data Management Backup and Recovery, Data Modeling Energy and Sustainability Management

ecoSoftware, CA ecoSoftware for the Public Sector

Cloud Solutions Virtualization Management, Turn-key Cloud, IT Management Software as a Service, Project and Portfolio Management, Cloud Security, Service Assurance, Service Automation

Capacity Management Virtualization and Consolidation, Datacenter Efficiency, Capacity Management for SAP Environments

IT Management as a Service Infrastructure Management, Project and Portfolio Management, Service Management

100

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CA Tech & competitors monthly stock price Indexed: Nov. 1983 = 100 (log scale)

Microsoft

Symantec

VMWare

CA Tech

IBM

Source: Capital IQ, accessed 2/23/11

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

611-047 CA Technologies: Bringing the Cloud to Earth

IT Security Solutions Secure Identity Role and Compliance Manager, Identity Manager, Enterprise Log Manager Secure Access Access Control, SiteMinder, Federation Manager, SOA Security Manager,

Arcot WebFort and RiskFort Secure Information CA DLP Threat Management Total Defense Environments Mainframe Mainframe 2.0, Application Performance Management for Mainframe,

Application Quality and Testing Tools for Mainframe, Data Transport for Mainframe, Database Administration for Mainframe, Database Backup and Recovery for Mainframe, Database Performance Management for Mainframe, Databases for Mainframe, Linux Management for Mainframe, Modernization and Application Development for Mainframe, Network Management for Mainframe, Output Management and Enterprise Report Management, PCI Compliance for Mainframe, Resource Management for Mainframe, Security Management for Mainframe, Session Management for Mainframe, Software Change Management for Mainframe, Storage Management for Enterprise, Systems Management for Mainframe, Transaction Management for Mainframe, Workload Automation for Mainframe-Hosted Implementations

Distributed Data Management, Cloud Solutions, Energy and Sustainability Management, IT Management Software as a Service, Project and Portfolio Management, Service Assurance, Service Automation, Service Management, IT Security Solutions, Virtualization Management, Cloud

Virtual Virtual Assurance, Virtual Automation, Virtual and Physical Management, Dynamic Data Center, Backup and Continuity, Virtual Security, Virtualization and Consolidation

Cloud Turn-key Cloud, Virtualization Management, IT Management Software as a Service, Project and Portfolio Management, Cloud Security, Service Assurance, Service Automation, Service Level and Catalog Management, Service Management

Delivery Methods SaaS Backup and Recovery, ecoSoftware, Infrastructure Management, Project

and Portfolio Management, Service Management Licensed Software Data Management, Cloud Solutions, Energy and Sustainability

Management, IT Management Software as a Service, Project and Portfolio Management, Service Assurance, Service Automation, Service Management, IT Security Solutions, Mainframe, Distributed, Virtualization Management, Cloud

Source: CA Technologies Products, http://www.ca.com/us/products.aspx, accessed February 2011.

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611-047 CA Technologies: Bringing the Cloud to Earth

Appendix A Select Cloud Computing Competitors, 2011.

EMC EMC, incorporated in 1979 in Massachusetts, conducted business globally and managed it in two broad categories. Information infrastructure provided a foundation for organizations to store, manage, protect, analyze and secure quantities of information, improve business agility, lower cost of ownership and enhance their competitive advantage within traditional data centers, virtual data centers and cloud-based IT infrastructures. VMware Virtual Infrastructure, which was represented by EMC’s majority equity stake in VMware, Inc. (VMware), was the leading provider of virtualization and cloud infrastructure software solutions.

VMware was a software company that specialized in virtualization and cloud computing infrastructure, and helping organizations transition into cloud computing. By 2011, VMware had over 250,000 customers and 25,000 partners. It employed 7,100 people in 2010, with sales exceeding $2.86 billion. VMware went public in 2007 with an offering worth $957 million. Clients used their software to integrate and manage data and networking functions, in order to lower computing costs. VMware also offered consulting services, tech support, and training. VMware helped companies power their cloud infrastructure and run applications through a three-layered solution to support the transition to clouds: Cloud infrastructure and management, cloud application platform, and end-user computing.

Microsoft Microsoft developed, manufactured, licensed, and supported a wide range of software and services for varying computer needs. Software products and services included the widely-used Windows operating system for PCs, servers, video games, and other computing tools. Annual revenue in 2010 exceeded $64 billion, up from $58 billion in 2009. Microsoft employed over 89,100 worldwide in 2010. Microsoft offered several cloud options for businesses and organizations. Windows Azure was a cloud services platform accessed on Microsoft data centers. Users could create applications quickly to run on the cloud, using their existing skills and keeping technology costs down. Windows Server Hyper-V helped users made the most out of their servers by consolidating multiple server roles onto separate virtual machines, running on one machine. Running virtual machines could be moved from one Hyper V host to another without disruption. Finally, Microsoft Office 365 allowed Microsoft Office and Outlook to be accessed through cloud services. Users could securely access their e-mail, documents, contacts and calendars on the go.

Google Google was the leading Internet search machine founded by Sergey Brin and Larry Page in 1998. Google had 24,000 employees worldwide and $29.32 billion in sales in 2010. In addition to web text, users could search images, maps, videos and patents. The majority of revenue was made through ad sales. Advertisers could use Google AdWords to promote products and services online. By February 2011, Google was valued at approximately $192 billion. Google Cloud Connect for Microsoft was launched in February 2011. Cloud Connect allowed multi-person editing and access to Microsoft Office products. These files, Google Docs, allowed edits to be made offline and synchronized once the user connected to the Internet. Cloud Connect did not require any special upgrades to Microsoft Office or SharePoint. The introductory rate of this service for businesses was $50 per year for unlimited users and usage.

Symantec Symantec provided customers with assistance in managing their data and information more securely. Symantec was one of the world’s largest software companies with 17,500 employees in over 40 countries, $5.99 billion in sales, and a net income of $714.00 in 2010. Symantec provided applications which serve as virus protection, PC maintenance, data backup, spam control, and remote server management. The company also provided consulting services and training. 31,000 organizations, ranging from small businesses to large corporations, used Symantec.cloud to securely store and manage information sent through the web and email. Symantec.cloud offered several products specifically for security and e-mail, based on the needs of the company. It also offered an

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CA Technologies: Bringing the Cloud to Earth 611-047

e-mail archiving cloud, as e-mail storage needs have grown 40% a year. Symantec.cloud processed billions of e-mails and requests per day. It operated 14 data storage centers located around the world, along with two network operating centers and thousands of mail servers.

IBM IBM was the world’s top provider of computer products and services. IBM was best known for its hardware, but its IT and business services ranked among the largest in the world. IBM was also one of the largest software and semiconductor producers. Additionally, it was a leader in enterprise server and data storage production lines. In 2010, IBM had over 400,000 employees and a net income of $14.83 billion. IBM Smart Business helped companies customize and develop the right cloud for their business. IBM offered several cloud products including LotusLive, a web conferencing tool, Tivoli Love, designed to assist in service management, and the Information Protection Services managed backup cloud, used to securely protect data. IBM also provided a Smart Desktop Cloud, allowing users to access their desktop files remotely.

Amazon Amazon.com, established in 1994 as an online bookstore, evolved into an online shopping mall where one could purchase a wide range of products including books, movies, toys, home furnishings, appliances, online music, and e-books that were read on the Amazon e-reader, the Kindle. Amazon had 33,700 employees and a net income of $1.15 billion in 2010, and a market value of $77 billion as of February 2011. Since early 2006, Amazon Web Services (AWS), an Amazon.com company, provided companies of all sizes with an infrastructure web services platform in the cloud. Amazon Elastic Compute Cloud (Amazon EC2) provided resizable data capacity in the cloud to help make web-scale computing simpler for developers by using an easy-to-use web service interface. It provided developers with the tools to build strong applications and avoid common failure scenarios. EC2 allowed users to open a variety of operating systems and load custom applications while managing access permissions. The elastic nature allowed capacity to increase and decrease within minutes, unlike other programs which could take hours or days. In addition to ECS’s flexibility and reliability, it was also compatible with Amazon’s other web services, including Amazon Simple Storage Service (Amazon S3), Amazon Relational Database Service, and Amazon Simple.

BMC Software Founded in 1980, BMC Software was a leading provider of enterprise management software used for a variety of functions, including recovery and storage management, business process scheduling and integration, service management, and application and database performance management. BMC provided tools designed to manage enterprise servers, speed up and monitor databases, eliminate unplanned outages, recover system assets, and offered professional services such as consulting and systems integration. The company, headquartered in Texas, served 15,000 customers (including approximately 96% of the Forbes Global 100 and 81% of Fortune 500 companies), operated in 124 countries, and employed approximately 6,000 employees worldwide. In 2010, the company reported revenues of $1.9 billion and net earnings of $400 million.

HP Software HP Software, one of seven divisions of Hewlett-Packard Company, was a leading provider of enterprise and service-provider software and services. The division offered: enterprise IT management solutions, which allowed customers to manage IT infrastructure, operations, applications, IT services, and business processes, information management and business intelligence solutions; information management and business intelligence solutions, which included information data strategy, enterprise data warehousing, data integration, data protection, archiving, compliance, e-discovery and records management products, and communications and media solutions. In the enterprise IT management market HP Software considered its major competitors to be IBM, CA Technologies, and BMC software; whereas in the information management and business intelligences solutions market its competitors included Symantec Corporation, IBM, EMC, CA Technologies, and Teradata Corporation. For 2010, HP Software reported net revenues of $3.6 billion and $800 million in earnings from operations.

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611-047 CA Technologies: Bringing the Cloud to Earth

Compuware For nearly 40 years, Compuware, headquartered in Detroit MI, delivered software, experts and best practices to enhance its customers’ applications. Originally founded in 1973 as a professional services company, the company began to offer mainframe productivity tools for fault diagnosis, file and data management, and application debugging in the late 1970s. In the 1990s and 2000s, IT moved toward distributed and web-based platforms and consequently Compuware grew its offerings to include solutions in application performance management, business portfolio management, and mainframe solutions, among others. The company counted 7,100 customers around the globe—including 46 of the top 50 Fortune 500 companies and 12 of the 20 most-visited U.S. websites. In 2010 Compuware launched CloudSleuth, what the company called “the industry’s first global partner-driven--and free—cloud community,” built specifically to spotlight the performance of the cloud’s “federated infrastructure.” CloudSleuth intended to give partners the opportunity to provide third-party verification of the reliability of their services. In 2010 the company had revenues of nearly $900 million, with nearly $200 million from software licensing fees, $456 million from maintenance and subscription fees, and professional services fees of about $240 million. The company’s 2010 net income was $141 million.

Quest Software Quest Software, Inc. designed, developed, marketed, distributed and supported enterprise systems management software products. As an independent software vendor, (ISV), Quest designed products to support, interact, or interoperate with other vendors’ software or hardware platforms. The company began as a provider of software tools and solutions for the Oracle database market, and soon expanded offerings into application management, windows management and virtualization management markets. In 2009, Quest launched its first set of SaaS Windows management solutions, hosted on Microsoft’s Azure platform. In 2009 the company employed about 3,400 employees. Total 2010 revenue was $767 million (up 10% over 2009). The company had more than 60 offices in 23 countries, and counted 100,000 customers worldwide (87% of the Fortune 500).

ASG ASG provided a full range of practical software solutions that helped IT organizations lower costs, save time, and make proactive decisions that drove business success. ASG partnered with 85% of the world’s largest companies to optimize IT service delivery in both mainframe and distributed environments. Founded in 1986, ASG was a privately held global company based in Florida, with more than 70 offices worldwide.

Source: Casewriter research, EMC 2010 10-K, at http://services.corporate-ir.net/SEC.Enhanced/SecCapsule.aspx?c= 106202&fid=7411909; VMware company website, http://www.vmware.com/company/; Microsoft Corporation Summary, OneSource Global Business Browser, http://globalbbonesource.com/homepage.aspx; Microsoft Cloud Solutions, http://www.microsoft.com/en-us/cloud/cloudpowersolutions.aspx; “Google, Inc.,” Hoovers, Inc., http://www.hoovers.com; “About the Company,” Google Investor Relations, http://investor.google.com/ company/index.html; Reuven Brenner, “Putting a Value on Google and Facebook,” Forbes, February 3, 2011, http://blogs.forbes.com/leapfrogging/2011/02/03/putting-a-value-on-google-and-facebook/; “Google Cloud Connect for Microsoft Office,” Google Apps, http://tools.google.com/dlpage/cloudconnect#utm_campaign= launch&utm_source=en-na-us-gdb-GCC-Appsperience_02242011&utm_medium=blog; Symantec Corporate Profile, http://www.symantec.com/about/profile/index.jsp; “Symantec,” Hoovers, Inc., http://www.hoovers.com; “Confidence in the Cloud,” http://www.symantec.com/business/theme.jsp?themeid=cloud; “IBM Smart Business Cloud Computing,” “BMC,” Hoovers, Inc., http://www-935.ibm.com/services/us/cloud/; http://www.hoovers.com/ company/BMC_Software_Inc/rtkfxi-1.html; HP 2010 Annual Report, http://phx.corporate-ir.net/External.File? item=UGFyZW50SUQ9NzkyMjF8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1; Compuware Fiscal Year 2010 10-K, at http://files.shareholder.com/downloads/CPWR/1210652791x0xS950123-10-53720/859014/filing.pdf; Quest 2009 10-K, http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9NjExODF8Q2hpbGRJRD0tMXxUeXBlPTM= &t=1; “About Quest Software,” http://www.quest.com/company/; http://www.businesswire.com/news/home/ 20100921005435/en/ASG-Software-Solutions-Showcase-Practices-Building-Successful; accessed February and April 2011.

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CA Technologies: Bringing the Cloud to Earth 611-047

Endnotes

1 Rob Preston, “McCracken on the New New CA,” informationweek, May 10, 2010, pp. 56–58, via informationweek.com, February 2011.

2 Aaron Schwartz, “CA Technologies, Inc. Ahead of the Mainframe Cycle; Initiating with a Buy,” MKM Partners Research, January 11, 2011, via Thomson One, accessed January 2011.

3 Schwartz (2011).

4 William M. Bulkeley and Charles Forelle, “Directors’ Probe Ties CA Founder to Massive Fraud—Report Suggests Suing Wang for $500 Million; Evidence of Backdating,” The Wall Street Journal, April 14, 2007, A1, via Factiva, accessed February 2011.

5 “History,” CA Technologies website, http://www.ca.com/us/about-us/history.aspx, accessed February 2011.

6 “History,” CA Technologies website, http://www.ca.com/us/about-us/history.aspx, accessed February 2011.

7 “History,” CA Technologies website, http://www.ca.com/us/about-us/history.aspx, accessed February 2011.

8 Alex Berenson, “The Past May Haunt Computer Associates,” The New York Times, April 29, 2001; see Eugene Soltes, “A Letter From Prison,” HBS Case No. 110-045, (Boston, MA: Harvard Business Publishing, 2010).

9 By 2006, several members of CA Technologies’ senior leadership, including then-CEO Sanjay Kumar, had pled guilty and been sentenced to jail.

10 “By the mid-1970s the mainframe had become a machine that could be manufactured by ‘any competent manufacturer.’” Martin Campbell-Kelly and William Aspray, Computer: A History of the Machine, (Boulder, Colorado: Westview Press, 2004), pp. 127–134.

11 Martin Campbell-Kelly and William Aspray, Computer: A History of the Machine, (Boulder, Colorado: Westview Press, 2004), p. 134.

12 Claudia M. Imhoff, Laurel Danielson Buck, Caryn Meyers, “The Mainframe is Dead, and Other Myths,” DM Review, November 2008, vol. 18, no. 11, p. 26, via Proquest, accessed March 2011.

13 Imhoff, Buck and Meyers (November 2008).

14 See Gordon Haff, “How evolution begat the cloud revolution,” cnet news, December 9, 2010, reposted to http://www.privatecloud.com/2010/12/21/how-evolution-begat-the-cloud-revolution/?fbid=gxkLCwMfYXS, accessed March 2011.

15 Imhoff, Buck and Meyers (November 2008).

16 Software included worldwide revenues for packaged software, application development and deployment software, and system infrastructure software. Richard V. Heiman, “Market Analysis: Worldwide Software 2010- 2011 Forecast Summary,” IDC 2010, accessed May 2011.

17 IDC Server Virtualization MCS, 2010.

18 Richard V. Heiman, “Market Analysis: Worldwide Software 2010-2011 Forecast Summary,” IDC 2010, accessed May 2011.

19 Thomas W. Smith, “Computers: Hardware,” Standard & Poor’s Industry Surveys, October 28, 2010, p.9, via NetAdvantage, accessed February 2011.

20 Imhoff, Buck and Meyers (November 2008).

21 Rachael King, “Big Tech Problems as Mainframes Outlast Workforce,” BusinessWeek, August 2, 2010, http://www.businessweek.com/technology/content/aug2010/tc2010082_274669.htm, accessed April 2011.

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611-047 CA Technologies: Bringing the Cloud to Earth

22 King (August 2, 2010).

23 King (August 2, 2010).

24 King (August 2, 2010).

25 King (August 2, 2010).

26 King (August 2, 2010).

27 Commentary by Gordon Haff, “Just don’t call them private clouds,” news.cnet.com, January 27, 2009, http://news.cnet.com/8301-13556_3-10150841-61.html, accessed March 2011.

28 Matt Warman, “Guide to Cloud Computing,” Telegraph Money, December 2010.

29 Gordon Haff, “How evolution begat the cloud revolution,” cnet.new.com, December 9, 2010, http://news.cnet.com/8301-13556_3-20025116-61.html?tag=mncol;posts, accessed March 2011.

30 Andy Plesser, “Cloud Computing is Hyped and Overblown, Forrester’s Frank Gillett. . . . Big Tech Companies Have ‘Cloud Envy,’” www.beet.tv, September 26, 2008, http://www.beet.tv/2008/09/cloud- computing.html, accessed March 2011.

31 Plesser (September 26, 2008).

32 Larry Ellison cited in Dan Farber, “Oracle’s Ellison nails cloud computing,” cnet.news, September 26, 2008, http://news.cnet.com/8301-13953_3-10052188-80.html, accessed March 2011.

33 Haff (January 27, 2009).

34 Haff (January 27, 2009).

35 Stefan Ried and Holger Kisker, “Sizing the Cloud,” Forrester Research, April 21, 2011, p. 3 via Forrester, accessed May 2011.

36 Ried and Kisker (April 21, 2011).

37 “Non-EU clouds have to make sure their European clients are not knowingly or unknowingly breaching European rules on the export of data.” Matt Warman, “Guide to Cloud Computing,” Telegraph Money, December 2010.

38 Jean-Pierre Garbani and Thomas Mendel, “Who’s Who in IT Management Software 2.0,” Forrester Research, August 17, 2010, via Forrester, accessed March 2011.

39 Smith (October 28, 2010).

40 Smith (October 28, 2010).

41 Darryl K. Taft, “CA Extends Mainframe 2.0 Line with Application Testing Tools,” eweek.com, Application Development News, August 14, 2009, http://www.eweek.com/c/a/Application-Development/CA-Extends- Mainframe-20-Line-with-Application-Testing-Tools-656211/, accessed April 2011.

42 The team found the systems management tool could sell as a new offering, and the firm launched it as a new front-end in 2010, calling it Chorus.

43 Spencer E. Ante, “Software Maker CA Changes Name,” The Wall Street Journal Online, May 14, 2010, via Factiva, accessed February 2011.

44 The firm’s chief marketing officer explained that CA Inc. as a name “wasn’t descriptive enough,” and made web searches difficult. Ante (May 14, 2010). “The company considered a more radical name change, but executives said its customers didn’t want it to totally break with the past. It would have also cost about $50 million to $70 million to legally change its name to CA Technologies, Mr. McCracken said. ‘There was no benefit to it,’ he said. ‘This is a simpler approach.’”

For the exclusive use of M. Awadallah, 2023.

This document is authorized for use only by Maiami Awadallah in ISM4151-Spring 2023 taught by POUYAN ESMAEIL ZADEH, Florida International University from Dec 2022 to May 2023.

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se these settings to create Adobe PDF documents suitable for reliable viewing and printing of business documents. Created PDF documents can be opened with Acrobat and Adobe Reader 6.0 and later.) >> >> setdistillerparams << /HWResolution [600 600] /PageSize [612.000 792.000] >> setpagedevice