The Networked Man

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.

© 2007