文章探讨了AI研究自动化的未来趋势，指出其不仅仅是开发一个“AI科学家”，更在于构建能够协调AI研究舰队的机构。文章强调，技术进步带来了新的能力和限制，需要重塑工作流程。研究机构需要围绕AI进行自我重塑，采用矩阵管理结构和标准化工作流程。未来的研究实验室将是AI代理的数字舰队，每个代理在研究流程中都有自己的角色。文章还提出了过渡到AI研究舰队管理的建议，包括个人实践、组织变革和社区层面的行动，并呼吁大家积极拥抱AI自动化。

🤖 研究自动化并非仅是开发一个“AI科学家”，而是要构建协调AI研究舰队的机构，这需要新的组织模式和管理方法。

⚙️ 新技术带来新能力和限制，研究机构需重塑工作流程，采用矩阵管理和标准化流程，以适应AI时代的需求。

🔬 未来的研究实验室将是AI代理的数字舰队，每个代理负责研究流程中的特定任务，并行处理，提高效率。

💡 文章建议个人每周投入时间进行研究自动化，并尝试各种AI工具，同时警惕AI产生的不良内容。

🤝 组织层面应投资文档，采用团队实验规范，并容忍早期自动化错误，社区层面则应分享研究成果，促进交流。

Published on January 12, 2025 6:23 PM GMT

From AI scientist to AI research fleet

Research automation is here (1, 2, 3). We saw it coming and planned ahead, which puts us ahead of most (4, 5, 6). But that foresight also comes with a set of outdated expectations that are holding us back. In particular, research automation is not just about “aligning the first AI scientist”, it’s also about the institution-building problem of coordinating the first AI research fleets.

Research automation is not about developing a plug-and-play “AI scientist”. Transformative technologies are rarely straightforward substitutes for what came before. The industrial revolution was not about creating mechanical craftsmen but about deconstructing craftsmen into assembly lines of specialized, repeatable tasks. Algorithmic trading was not just about creating faster digital traders but about reimagining traders as fleets of bots, quants, engineers, and other specialists. AI-augmented science will not just be about creating AI “scientists.”

Why? New technologies come with new capabilities and limitations. To fully take advantage of the benefits, we have to reshape our workflows around these new limitations. This means that even if AIs eventually surpass human abilities across the board, roles like “researcher” will likely transform dramatically during the transition period.

The bottleneck to automation is not just technological but also institutional. The problem of research automation is not just about training sufficiently capable and aligned models. We face an “institutional overhang” where AI capabilities are outpacing our ability to effectively organize around their weaknesses. Factories had to develop new management techniques, quality control systems, and worker training programs to make assembly lines effective. Trading firms had to build new risk management frameworks, compliance systems, and engineering cultures to succeed at algorithmic trading. So too, research institutions will need to reinvent themselves around AI or fall behind.  

The scaling labs have already moved beyond the traditional academic model. Consider the use of matrix management structures where research engineers work across multiple projects, standardized research workflows that enable fast iteration, and cross-cutting infrastructure teams that maintain the computational foundation for research. Labs employ specialized roles like research engineers, infrastructure specialists, and research managers that don't fit neatly into the academic hierarchy.

Deepmind’s recent Nobel prize is a hint of more to come.

A vision: the automated research fleet. Imagine tomorrow’s research lab: not individual AI models confined to chat windows but vast digital fleets of specialized AI agents working in concert. Each agent masters its own niche in the research pipeline: proving theorems, reviewing literature, generating hypotheses, running experiments, analyzing results, communicating outcomes, developing new techniques, conceptualizing entirely new paradigms…

Automation raises the level of abstraction so that everyone becomes a middle manager — every researcher the director of a research institution of their own. And it changes the basic patterns of human-AI interaction: the prompter will become the prompted — instead of crafting careful prompts in chat interfaces, human researchers receive updates and requests for guidance from their AI project leads, who independently pursue established research objectives.

This future may appear wasteful at first glance. Imagine thousands of AI instances running in parallel, testing slight variations of the same approach, with almost all attempts failing. Or hundreds of different AI instances in a shared chat that redundantly process the same tokens. But this apparent inefficiency is a feature, not a bug. Ford’s assembly lines overproduced standardized parts; McLean’s containers shipped half-empty; early cloud computing wasted countless unused FLOPs. Just as these “inefficiencies” enabled unprecedented flexibility and scale in their industries, the parallel processing power of AI research fleets will unlock new possibilities in scientific discovery. The ability to rapidly test hundreds of variations, explore multiple paths simultaneously, and fail fast will become a cornerstone of future research methodology.

Recommendations

The scaling labs already understand that research automation is here – they're building the infrastructure and organizational patterns for automated research at scale. For AI safety to stay relevant, we need to adapt and accelerate. Here are our recommendations for transitioning toward AI research fleet management:

Individual practices

Spend time on research automation each week: Embrace the lazy programmer mindset of over-automation. Research relevant tasks can be automated now, and it will instill the habit of looking for potential gains from AI+human automation.

Play around with the tools: Copilot, Cursor^[1], o1 pro, Gemini pro, Perplexity, Elicit, etc. Different LLMs have different styles, which you can get a finger-tip feel for when you work with them a lot. Being playful will help you avoid the trap of dismissing them too soon.

Beware AI slop. We are not pollyanish AI enthusiasts — much of the content currently produced by AI is bad and possibly harmful. Continue to whet your tastes on pre-2023 human-sourced content.

Organizational changes^[2]

Invest in documentation: LLM tooling is most helpful when you can provide rich context. Create good, up-to-date documentation on company projects to maximize the help that current tools can provide, and to lay the infrastructure for the future. More generally, consider migrating to monorepos and single sprawling google docs to make it easier for your AI systems to load in the necessary context.Adopt team and organizational norms of experimentation: Set a north star for your research team and organization to experiment with increased use of AI agent workflows. Appoint someone as end-responsible for automation (in your infrastructure or devops team).

Beware AI slop. You shouldn’t use AI systems blindly for all of your coding and research. At the same time, you should tolerate early automation mistakes (from, e.g., AI code slop) as learning opportunities for your organization to develop better quality control processes.

Community-level actions

Develop more case studies and research: Though research automation will be different from past waves of automation, we can take a lesson from historical examples of automation. Below, we’ve included stubs to a few examples and encourage gathering primary sources and interviews from practitioners during these transition periods.Share results from individual, or ideally team, experiments: We expect there to be a lot of different “organizational design patterns” for research automation. It will be difficult and counterproductive for any one team to work through all of them, but sharing techniques for this type of experimental research will benefit the collective. Establish high-signal groups/meetups/conferences with a research organization focus: We encourage bringing together groups of researchers who are interested in and experimenting with research automation. There’s a tremendous amount of noise in the space; trusted groups can act as necessary filters for separating practical, evidence-based approaches from less substantiated claims. At the same time, we should cast a wide net and learn from how non-AI-safety organizations are adapting to AI.Outline visions and “sci-fi” futures of research fleet management: We’ve outlined one possible vision, but we expect there are to be far more, and we expect vision papers/posts/tweets to help clarify the direction that we need to steer towards.

In general, we recommend working forwards from your existing workflows rather than working backwards from any idealistic vision of what automated AI safety research should look like. Too much theorizing is a real risk. Work iteratively with what you have.

We personally are starting today, and think you should too. The race for AI safety isn't one we chose, but it's one we have to win.

Thanks to Raemon and Daniel Murfet for feedback on a draft of this post.

Further Reading

On Automation in AI Safety

“Superalignment with Jan Leike” on AXRP (Daniel Filan), July 2023“Cyborgism” Nicholas Kees & Janus, February 2023“Cyborg Periods: There will be multiple AI transitions” Jan Kulveit & Rose Hadshar, February 2023“The case for ensuring that powerful AIs are controlled” Ryan Greenblatt & Buck Shlegeris, January 2024“Why Not Just... Build Weak AI Tools For AI Alignment Research?” John Wentworth, March 2023“A minimum viable product for alignment” Jan Leike, 2022“Some thoughts on automating AI alignment research” Lukas Finnveden, May 2023.“Could we automate AI alignment research” Stephen McAleese, August 2023

On Research Automation

“A basic systems architecture for AI agents that do autonomous research” Buck Shlegeris, September 2024“Integrating AI Agents into Companies” Austin Vernon, December 2024“o1 isn’t a chat model (and that’s the point)” Ben Hylak and swyx & Alessio, January 2025“The AI scientist” Sakana AI, August 2024“Can LLMs Generate Novel Research Ideas?” Si, Yang, and Hashimoto, Sep 2024 via the Cognitive Revolution (Nathan Labenz)“Introducing Squiggle AI” Ozzie Gooen, January 2025“Interviewing AI researchers on automation of AI R&D” David Owen, Aug 27th 2024“AlphaFold @ CASP13: ‘What just happened?’” Mohammed AlQuraishi, December 2018

On Automation Generally

Algorithmic trading

MacKenzie, D. (2021). "Trading at the Speed of Light: How Ultrafast Algorithms Are Transforming Financial Markets." Princeton University Press.  

MacKenzie, D. (2019). "How Algorithms Interact: Goffman's 'Interaction Order' in Automated Trading." Theory, Culture & Society 36(2): 39-59.

Zuckerman, G. (2019). “The Man who Solved the Market: How Jim Simons Launched the Quant Revolution”. New York, NY, Portfolio / Penguin.

Industrial research, big pharma, biotech research, defense & national laboratory research

Hounshell, D.A. and Smith, J.K. (1988). "Science and Corporate Strategy: Du Pont R&D, 1902-1980." Cambridge University Press.

Henderson, R. (1994). "Managing Innovation in the Information Age." Harvard Business Review 72(1): 100-105.

Quality control in flexible manufacturing systems

Hayes, R. H., & Jaikumar, R. (1988). "Manufacturing's crisis: New technologies, obsolete organizations." Harvard Business Review, 66(5), 77-85.

Goldratt, Eliyahu, (1984). “The Goal: a Process of Ongoing Improvement". Great Barrington, MA :North River Press

Medical & legal automation

Jha, S. and Topol, E. (2016). "Adapting to Artificial Intelligence: Radiologists and Pathologists as Information Specialists." JAMA 316(22): 2353-2354.

Remus, D. and Levy, F. (2017). "Can Robots Be Lawyers? Computers, Lawyers, and the Practice of Law." Georgetown Journal of Legal Ethics 30: 501-558.

1. ^{^}

    Consider actually reading the docs.

2. ^{^}

    In a sense we are all corporations now. All of these suggestions also apply to how you organize AIs in your personal life.

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