岁末年初房企调整架构不算新鲜事，但今年开年以来，主角是清一色的头部央国企。近日，中海地产撤 销了4大区域公司，从原有的"总部-区域-城市"三级架构调整为"总部-城市"两级架构。 不止中海，1月以来，中建八局、保利发展、华发股份、建发房产、华润置地等房企轮番出手，要么砍 区域、要么合职能、要么重组合并，大方向是"精简+聚焦"，背后的逻辑耐人寻味。 房地产深度调整期，央国企这种"行业压舱石"也被业绩和行业格局双重倒逼，只能主动"动刀"，谋求变 化。 做"减法"：从"三级"到"两级"，区域层级继续"瘦身" 据市场消息显示，中海集团董事长颜建国在1月底的内部会议上宣布了这一组织架构调整。这意味着， 中海地产沿用多年的区域管控模式，退出历史舞台。 此前中海长期维持四大区域布局，中间曾加过西部区域，后来又合并回去，如今直接全部裁撤，足以看 出行业迭代的大势所趋。 中海地产这波操作，看似突然，实则早有铺垫。据了解，去年，中海沈阳与大连、重庆与贵阳等城市公 司完成了合并。 中海并不是第一家裁撤区域公司的房企。区域公司"消失术"，前两年已在行业中出现。 回溯房地产黄金扩张期，区域公司是房企"跑马圈地"的核心抓手，总部放权，区域 ...

Core Viewpoint - The recent restructuring actions taken by major state-owned real estate companies in China, including China Overseas Land & Investment, reflect a broader trend of streamlining operations to enhance efficiency and focus on core business areas amid industry challenges [1][2][3][17]. Group 1: Organizational Restructuring - China Overseas Land & Investment has eliminated four regional companies, shifting from a three-tier structure ("headquarters-regional-city") to a two-tier structure ("headquarters-city") [1][4]. - Other companies such as China State Construction Engineering Corporation, Poly Developments, and China Resources Land have also made similar moves to reduce regional layers and consolidate functions, indicating a trend towards "streamlining and focusing" [2][8]. - The elimination of regional companies is seen as a response to the inefficiencies created by additional management layers, which do not align with the current need for cost reduction and efficiency improvement [7][10]. Group 2: Performance Pressures - China Overseas Land & Investment reported a significant decline in sales performance, with a total contracted property sales amount of 251.23 billion yuan in 2025, a year-on-year decrease of 19.1% [9]. - The company also experienced a drop in revenue and net profit, with 2024 revenues at 185.15 billion yuan, down 8.6%, and a net profit of 15.64 billion yuan, down 38.9% [9]. - Similarly, Huafa Group announced its first loss since going public, projecting a net profit loss of between 9 billion to 7 billion yuan for 2025, reflecting a year-on-year decline of over 1000% [11]. Group 3: Strategic Focus and Integration - Companies are not only cutting regional structures but are also integrating business functions to strengthen core competencies. For instance, Poly Developments is restructuring its headquarters into ten functional departments to support its strategic transformation into a "real estate ecological platform" [12][13]. - China State Construction Engineering Corporation's subsidiary, China State Construction Eight Bureau, is reorganizing its operations into three major business segments to concentrate on real estate and enhance competitiveness [15][16]. - The overarching goal of these adjustments is to reduce costs, improve efficiency, and better position companies to navigate the ongoing industry adjustments [17][18].