CNN's Piers Morgan Speaks with Chelsea Clinton, Muhtar Kent and John Chambers

First, both companies start with a C, so we've got something in common. I think we also see that it begins with growth. You know, you've got to find ways in today's environment, first on a micro basis, to crack the calculus for growth, continue to crack that calculus for growth. And growth, repeating growth, achieving growth is one thing, but repeating growth is much more difficult in today's environment. So what can you do? That's what we look at every single day. What can we do to continue growing in the world? And you might have said growing is easier in emerging markets than in Western markets, but we look at the whole world and we say we've got to grow everywhere, different rates of growth obviously. And when you grow, you can invest, and when you invest, you can hire. So we are hiring, we are growing. The last five years, we've added about 15,000 jobs every year to our pretty big base of 700,000 around the world.

We get invited into people's lives about 1.8 billion times a day. And that's about 3,000 products.

There are a few. And that's how many, we don't always travel together. So, look, cracking that, you've got to keep on growing, and that becomes much more difficult. If you look at the environment in Europe, and we've heard how difficult it is in places like Greece and Spain, how do you continue to grow, invest, and find avenues for growing your business in the United States? So that's one thing. The second thing is, in terms of jobs, it is a pretty dire situation out there. Because the latest figures are youth unemployment, ILO numbers, 90 million, 100 million. But the real number is much bigger than that. Because if you just take Africa, a billion people, including North Africa, Middle East, about 300, China, and India, you've got almost three, more than three and a half billion people. In just those places, to keep the unemployment level at today's levels of over 100 million for the youth in the world, you've got to generate an additional 160 million new jobs. And we're not doing that right now. Today the number is way below that, so we're actually adding to the unemployment. And so there is no question that it is probably the biggest societal issue today, because generations are for the first time beginning to feel that their future is more bleak than the previous. Then the other thing that we as a company, just to bring it back to reality, what we do is try to connect your passion points as a company, as a business, to creating jobs outside of your four walls. What do I mean by that? We are very passionate about water, and we have a goal for being water neutral by 2020. We respect water and we create awareness to respect water. So we are creating, we've now launched a commitment here yesterday at CGI to place these new machines that make a thousand liters of vaccine-grade, sterile water out of any water, sewage, arsenic, contaminated, any water. We're putting these kiosks out and manning them with women entrepreneurs, young women entrepreneurs. So a passion point gets connected through the Golden Triangle of government, business, and civil society to creating jobs. We're very passionate about recycling. We have a goal to recycle 50% of every package that we sell by 2015. So we've created an organization called Keeco in Brazil, employing 45,000 people recycling and creating also clothing wear out of recycled PET material and selling that. 45,000 people. Those are the kind of things I think that are really important. Veterans programs, we've got a Fitness for Troops program, we hire veterans, and we work with cities. That's an interesting issue because John, you have the same, don't you, at Cisco?

Yeah, I think for us, we're such a local business everywhere we operate. More than a thousand factories here across 207 countries, so that doesn't apply to us. But I think the key is what can we do in every country where we operate to continue to create employment opportunities, both inside the four walls of the company but also outside by the multiplier effect. Because all of our companies have so many relationships down the supply chain with people who make our packaging, people who do the advertising, people who give us the trucks, the refrigerators. The same thing with all the suppliers that John's company has. So when we are healthy, growing, investing, the supply, smaller companies, so every study has shown that for every one job that we create, the 700,000 that we have directly inside our own company, our system with our partners, there's another 10 jobs created down the supply chain. That's really important. And whether it's citrus plantations, whether it's juice plant, you know, groves, fruit groves, all of those create jobs down the supply chain.

For us, all fruits.

We do have a program, a robust program. 6,000 that we've hired so far. We, and this the year that we're in now, about more than a thousand. Last year was 880. So we do have a program, and it, you know, it's so good for the whole organization. What we've seen is that there's so much positive that comes out of bringing in these veterans, because, and training the veterans and putting them to work on a permanent basis, and also using programs where we employ veterans on a part-time basis, bringing them in and employing them and then giving them the first right for the next round of employment. So very useful. And then linking them to some of the passion points that we have, as I mentioned with Troops, for exercising, improving exercise, improving nutrition. Across many cities we have now programs, again, agreements with at least seven cities in the United States where we're doing this program for troops, for movement and troops for exercise and nutrition.