????道格?彼得森今年9月即將出任標(biāo)準(zhǔn)普爾公司（Standard & Poor's）總裁，屆時他將接手一系列令人頭痛的事情——沒幾個人會羨慕這樣的處境吧。標(biāo)準(zhǔn)普爾由于把美國主權(quán)信用評級從AAA調(diào)低為AA +而備受政界人士批評。美國司法部（The Department of Justice）正在對該公司就其在次級抵押貸款證券崩盤前仍給予這些證券最高評級一事展開調(diào)查。同時，監(jiān)管機(jī)構(gòu)正在想方設(shè)法，試圖降低起訴評級機(jī)構(gòu)的難度，并降低評級機(jī)構(gòu)在全球金融宏觀系統(tǒng)中的重要性。

????但彼得森在應(yīng)對政府審查、提高行業(yè)標(biāo)準(zhǔn)，甚至修復(fù)公司嚴(yán)重受損的名譽(yù)方面已經(jīng)樹立了一定的聲譽(yù)。

????彼得森于2004年被任命為花旗集團(tuán)（Citigroup）日本業(yè)務(wù)首席執(zhí)行官,就在這一年，日本金融廳（Financial Services Agency）責(zé)令花旗集團(tuán)關(guān)閉其在日本的私人銀行業(yè)務(wù)，稱這家銀行存在不正當(dāng)交易行為，而且從事可能與洗錢有關(guān)的交易活動。花旗被禁止參與日本政府的債券拍賣，而且被禁止接受新客戶的外幣存款。日本金融廳對媒體稱，花旗“過于看重”利潤，而且培育了一套“無視日本法律法規(guī)而逃避法律的銷售體系。”??

????時任花旗集團(tuán)首席執(zhí)行官的查爾斯?普林斯派遣彼得森前往日本找出并解決問題、修復(fù)與日本政府的關(guān)系，并使具有重要戰(zhàn)略意義的私人銀行部門重現(xiàn)生機(jī)。彼得森對日本業(yè)務(wù)部門進(jìn)行了裁減整頓及徹底改革，并贏得了日本監(jiān)管機(jī)構(gòu)的支持。該銀行之后順利在東京證券交易所上市，還收購了日本第三大券商日興證券公司（Nikko Cordial）。

????“獨(dú)自一人身處異國他鄉(xiāng)，需要關(guān)注的不只是營收和利潤，”2008年3月至2009年8月期間曾擔(dān)任花旗集團(tuán)亞太區(qū)負(fù)責(zé)人的彭安杰說。目前，他已經(jīng)就任萬事達(dá)卡公司（MasterCard）CEO。他說，“還要與所在國政府打交道，妥善管理公司業(yè)務(wù)，還要傾聽員工的民意，并加以引導(dǎo)。此外，還要適應(yīng)置身于政治及監(jiān)管機(jī)構(gòu)的聚光燈之下。（彼得森）對這一切并不陌生，而他在日本及拉丁美洲的經(jīng)歷對他在標(biāo)普的新工作大有助益。”

????彼得森婉拒了《財(cái)富》雜志（Fortune）的采訪，但一份新聞稿援引他的話說：“我期待著率領(lǐng)標(biāo)普團(tuán)隊(duì)，以標(biāo)普的優(yōu)勢為基礎(chǔ)，繼續(xù)在全球各地拓展標(biāo)普的事業(yè)。”

????彼得森似乎是維權(quán)投資者樂意看到的標(biāo)普總裁人選。機(jī)構(gòu)股東賈納合伙對沖基金公司（Jana Partners）及安大略教師養(yǎng)老基金（Ontario Teachers）在提交給美國證券交易委員會（Securities and Exchange Commission）的一份報(bào)告中稱，標(biāo)普需要一位“獨(dú)立監(jiān)管人，幫助公司有效應(yīng)對日趨復(fù)雜的國際監(jiān)管環(huán)境，并加強(qiáng)與公眾的溝通聯(lián)絡(luò)。”這兩家機(jī)構(gòu)都極力主張對標(biāo)普母公司——麥格勞-希爾集團(tuán)（McGraw-Hill）進(jìn)行改革。

????花旗集團(tuán)現(xiàn)任及前任員工都形容彼得森辦事極端有條不紊、而且注重過程，這些個性凸顯了他曾在克萊蒙麥肯納學(xué)院（Claremont McKenna College）攻讀數(shù)學(xué)專業(yè)的教育背景。而且，花旗集團(tuán)所有員工都非常喜歡他。花旗集團(tuán)與許多華爾街公司一樣，長期以來一直籠罩在一種根深蒂固的政治文化氛圍之中，其中還包括勢力范圍分割、拉幫結(jié)派和權(quán)力斗爭等不良習(xí)氣。但就在這樣一家銀行里，彼得森卻以不樹敵而著稱。用彭安杰的話來說，彼得森情商很高。彭安杰說：“他總是彬彬有禮，即使他并不同意你的看法。”

????When Doug Peterson becomes president of Standard & Poor's this September, he'll inherit a series of headaches that few would envy. S&P is under fire from politicians for downgrading the United States from AAA to AA+. The Department of Justice is investigating the company for giving subprime mortgage securities top ratings just before they imploded. And regulators are trying to find ways to make it easier to sue ratings agencies, as well as make them less important in the grand scheme of financial markets.

????But Peterson has built a reputation as an executive who can handle government scrutiny, improve business standards and even repair a firm's deeply damaged reputation.

????Peterson was appointed chief executive of Citigroup (C) in Japan in 2004, the same year that the country's Financial Services Agency ordered Citi to shut down its local private bank for improper trading practices and engaging in transactions that could be associated with money laundering. The bank was banned from participating in government bond auctions and from accepting foreign currency deposits from new customers. The FSA told the press that Citi gave profits "undue importance" and cultivated a "law-evading sales system that disregards the laws and regulations of Japan."

????Then-CEO Charles Prince sent Peterson to figure out and fix what had gone wrong, to repair relations with the government and to bring the strategically important division back to life. Peterson cleaned house and overhauled the division, winning over regulators. The bank went on to list on the Tokyo Stock Exchange and acquire Nikko Cordial, Japan's third largest broker.

????"When you're all alone in a country, it's not just about revenues and profits," says Ajay Banga, who served as the head of Citi's Asia Pacific region from March 2008 to August 2009 before becoming the CEO of MasterCard. "It's about managing the franchise with governments. It's about answering to your employees and guiding them. It's about being in the political and regulatory spotlight. [Peterson] is no stranger to this and his experiences in Japan and Latin America will hold him in good stead."

????Peterson, who declined to speak with Fortune, was quoted in a press release as saying: "I look forward to leading the S&P team and continuing to expand the company around the world by building on its many strengths."

????Peterson seems like just the kind of executive that activist investors would want to see at the head of S&P. In a presentation filed with the Securities and Exchange Commission, Jana Partners and Ontario Teachers, shareholders agitating for change at S&P's parent company McGraw-Hill (MHP), said that S&P needs an "independent oversight figure" who can navigate the business through "an increasingly complex global regulatory environment and heightened public focus."

????Peterson is described by current and former Citi employees as extremely methodical and process-oriented, traits that speak to his roots as a math major at Claremont McKenna College. And he is extremely well liked at Citi. He is known for not making enemies at a bank that, like many Wall Street firms, has long had an entrenched political culture complete with fiefdoms, cliques, and power struggles. And he has want Banga calls a high EQ. "He is always polite, even when he doesn't agree with you," Banga says.