The internet, it is often noted, has no president. But if one were to make a shortlist of people who might be considered the de facto leader of that vast network, John Chambers—the chairman and CEO of Cisco Systems—most certainly would be on it. Cisco holds a dominant position as the key provider of the so-called plumbing of the Net, making things like switches and routers and other data-networking gear. It is also a tremendously successful company—about $35 billion in annual sales—and has recently made a push to be a presence in people's homes with the acquisition of Linksys (Wi-Fi devices) and Scientific Atlanta (set-top boxes). The 58-year-old Chambers, who has led Cisco for 12 years, has been a ubiquitous ambassador for new technology, as well as an aggressive advocate of corporate responsibility; he and Cisco have been active in education and economic development around the world. This year Chambers was honored as an inaugural recipient of the Clinton Global Citizen awards. NEWSWEEK caught up with him by phone just before he left for a trip to India.

LEVY: Lately Cisco, the ultimate infrastructure company, has been trying to build a consumer presence. How is that going?
CHAMBERS: We've made huge inroads into the home but more importantly, people like to see what's the tangible result. Over time, people will be able to work from the home in unique ways with new technologies [from Cisco] like unified communications and telepresence, which is a virtual meeting capability. It will allow you to watch your Phillies and my A's play a game, and we'll be able to trash-talk back and forth. In these virtual video meetings, you are literally in the room [with the other person], with the "Star Trek"-like ability to "Beam me up, Scotty."

Will telepresence really enable us to travel less?
Absolutely. Last year alone, we [at Cisco] already saved 10 percent in carbon emissions from traveling less. We're cutting our travel expenses by $150 million.

You must be excited about having the upcoming A's facility named Cisco Stadium.
We were interested in that mainly as a way that my A's could compete with the Yankees. Seriously, we needed to say here's how sporting entertainment will occur in the future, here's how new revenue streams will occur, here's how you enhance the fans' experience.

What will be different in Cisco Stadium than anywhere else?
You can walk into the stadium and upgrade your ticket and sell your other tickets online automatically. I can have popcorn brought to my seat or an ice-cold beer in the fourth inning. Fans will be able to run their own replays.

If everyone's connected, will the manager be able to tap the wisdom of the crowd?
The manager will, at minimum, be aware of the wisdom of the crowd.

What is Cisco up to in India?
We're bringing an emergency medical capability there, the equivalent of our 911 services. At the same time, we're announcing a globalization strategy for the entire world, driven and centered in India.

What do you say to an American worker who sees globalization as a threat to his or her job?
I'm very proud to be an American, and we have led the way on focusing on the education system here. At the same time, globalization is here to stay, and it will raise all boats on a global basis if it's done right. If we start looking internally with fear and hesitation, then we can find ourselves in a very undesirable spot.

You're a supporter of John McCain. If he becomes president and wants you to serve, what would be the best job for you?
The CEO of Cisco. The ability to really make a difference is unique.

Is that a Sherman-esque statement?
I'm saying we really, really meant it 17 years ago when we said that we'd change the way the world works, lives, learns and plays.

Doesn't directing your energies toward social programs draw you away from running Cisco?
I've always believed it's not only the right thing to do, but it's good for business. I have now talked to most government leaders around the world. They commit to Cisco because we're a company that helps achieve the goals of their citizens, their standard of living, their education. They believe that we give back, we don't just take.

You recently bought your 124th company. What's the secret of integrating these companies into your business and culture?
Be realistic about what you're buying and protect it at all costs. When we buy a high-tech company, we're buying the people and the next-generation product, often paying as much as $1 million per employee. Secondly, we do not do mergers among equals—I've never seen them work. There are only two things that are nonnegotiable when we acquire a company—whose culture survives and whose systems survive. Everything else is negotiable.