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 But that foresight also comes with a set of outdated expectations that are holding us back.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 engine...

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