Beike undergoes the largest organizational restructuring in history, with management moving to the front lines.

Li Kaixuan, Reporter  Beijing Report

On March 29, Beike, a one-stop residential services platform driven by technology, continuously released multiple notices and an open letter to all employees, announcing the establishment of a Group Transformation Committee and five special management committees, and also making major adjustments to the group’s business lines and the city organizational structure. A reporter from 华夏时报 learned that this is the largest organizational restructuring Beike has undertaken since its founding.

Specifically, this real estate transaction industry leader platform has decided to pursue a deep transformation, shifting from a transaction platform to a community residential services platform. At the same time, it has established the Group Transformation Management Committee. The committee is led by Peng Yongdong himself, aiming to reform the business architecture, performance and incentives, and the flow of resources around meeting consumer demand.

Carrying out a deep transformation of the platform

At present, the real estate industry is still in a period of deep adjustment. Therefore, every move by leading companies is placed under the spotlight. It not only represents the direction of the company’s future development, but also, to a certain extent, reflects the industry’s future trajectory. A reporter from 华夏时报 learned from Beike that on March 29, Peng Yongdong, Co-Founder, Chairman, and CEO of Beike Group, released an open letter to all employees titled “Beike’s Next Stage: Rebuilding the Organization with Consumers at the Center.”

This open letter contains a great deal of information. It shows that Beike has launched a strategic transformation involving upgrades to service models, organizational structure changes, the transformation of Beijing Lianjia, and several other areas, clearly stating that the company will deeply transform from a transaction platform into a community residential services platform.

Regarding the reasons for the transformation, Peng Yongdong said in the open letter: “Consumer demand has undergone fundamental changes. What consumers need is not only more information, but more real information, more neutral explanations, and especially deterministic solutions. We must move away from ‘transactions’ as the core and shift to ‘residence decision support’ and ‘long-term service relationships’ as the core.”

The reporter noted that the open letter has already made clear the overall direction of Beike’s transformation: upgrading the community residential services model. By embracing the dual opportunities of shifting consumer needs and AI reconstructing the industry’s underlying logic, it will help agents transform from “information intermediaries” into “trust-based expert service providers,” changing Beike’s service model from “changing the way the industry is connected” to “changing the way the industry is served.”

Worth noting is that this transformation direction of Beike is consistent with the direction of adjustment in the real estate industry. The Central Urban Work Conference held in July 2025 clarified the direction for future urban development, proposing efforts to optimize a modern urban system and to build livable cities that are comfortable and convenient, among other goals. This represents the public’s aspiration for a better life. And the direction of future urban development not only requires real estate developers to build “good homes,” but also requires other entities to provide “good services.”

Reorganizing the management structure

On March 29, Beike told a reporter from 华夏时报 that after the release of the open letter to all employees, Beike immediately reorganized its management structure and announced the establishment of the Group Transformation Management Committee. The committee is led by Peng Yongdong himself, aiming to reform the business architecture, performance incentives, and the flow of resources around meeting consumer demand.

It is understood that the biggest highlight of the reorganization is “management going deep into the front line.” Peng Yongdong emphasized that it is necessary to upgrade front-line customer service and functional professional capabilities, clarify that “serving consumers” is included as a core responsibility of managers at all levels, and require officials to move from behind-the-scenes report-watching, quota pressure, and tight control to serving consumers on the front line, while cutting invalid performance assessment indicators for front-line service personnel. It will weaken the short-term orientation toward transaction volume, and strengthen dimensions such as customer satisfaction, service quality, and long-term value creation.

At the same time, Beike’s functional middle and back offices will also transform in sync—from a traditional “control hub” to a “capability factory,” focusing on capability building, reducing ineffective management overhead, and ensuring that reusable capabilities and group resources go directly to the front line of service.

Store positioning as a “community livable-anchoring service station”

A reporter from 华夏时报 noted that with this round of transformation, the company also established the Lianjia Beijing Strategic Committee, integrating agency, leasing, and full-home renovation and furnishing businesses, turning residential services from a traditional one-off transaction into a family whole-life-cycle service model. In this regard, Peng Yongdong said that going forward, Beike will no longer only look at a single transaction; it will view a community, a household, and a long-term residential service relationship as something that lasts longer—replacing short-term deals with long-term companionship—and rebuild the service system around customers’ residential needs.

Based on this, when building the new management structure, Lianjia Beijing appointed three Chief Customer Officers for the first time, who report directly to Peng Yongdong. It is understood that under the Chief Customer Officers are three-tier management roles such as the General Manager of Major Customer Accounts, Regional Customer Directors, and Community Customer Managers, and that all management job titles place “customers” at the “C position,” with management responsibilities focusing on serving consumers.

Beike told a reporter from 华夏时报 that in the new service model, Beike will position its stores as “community livable-anchoring service stations,” and they will not be oriented toward short-term deal completion, but will be rooted in communities to handle end-to-end scenarios such as real estate transactions, leasing, renovation, property management, asset management, and more. This transformation is also reflected in Beike’s financial reports. The data show that in 2025, the proportion of Beike’s non-real-estate-transaction businesses (such as HuiJu and full-home furnishing and renovation) rose to a historical high, reaching 41%.

Peng Yongdong said that HuiJu, full-home furnishing and renovation, and Beike’s BeihaoJia business launched in the past two years are the confidence and foundation for upgrading the community residential services model. From the perspective of residential services, scale is no longer the yardstick for measuring success—determinism is.

In addition, over the past year, multiple real estate developers have adjusted their organizational structures based on industry changes and their own business development. Since this year began, several real estate developers, including China Construction Eighth Engineering Bureau, Poly Development, and Country Garden, have launched organizational and personnel adjustments. Industry insiders generally believe that during this period of deep industry adjustment, seeking transformation inward has become the primary consensus for real estate developers to seek safety and development.

Editor-in-charge: Zhang Bei Chief Editor: Zhang Yuning