Organizational Principles Enable Collective Intelligence in Embodied AI

A multi-agent system can reduce latency on complex tasks by executing work concurrently. Several pioneering harness frameworks support multi-agent systems. However, the scalability of current multi-agent harnesses is often constrained by a central orchestrator's capacity to allocate tasks and coordinate workers. To address this limitation, we introduce Agensh, a scalable self-organized multi-agent harness without a central orchestrator: concurrent workers execute a multi-agent cooperation loop, continuously gathering context, claiming and self-assigning sub-tasks, taking action and sharing findings, verifying results, and merging progress in an asynchronous manner. The loop is supported by the agentic organization infrastructure comprising three components: a shared workspace holds proposed, ongoing, and completed work; a message interface lets workers communicate; and shared context retains reusable findings and work intentions. To test the scalability of Agensh, we evaluate it on the five hardest ProgramBench tasks with GPT-5.6-sol (high). Scaling from 1 to 128 agents raises the mean final test-pass rate from 19.31% to 28.78%, an approximately 49% relative improvement. Larger organizations reach comparable test-pass rates earlier. On pandoc, scaling from 1 to 1,024 agents raises the final test-pass rate from 33.89% to 55.06%. Worker trajectories further show that different forms of self-organized cooperation gradually emerges and standardizes as the organization grows. These results reveal the number of agents as a new scaling dimension for multi-agent organizations to expand the frontier of general intelligence, offering a practical solution for complex tasks under hard latency constraints or time budgets.

Individual agent capabilities have advanced rapidly through modular skills and tool integrations, yet multi-agent systems remain constrained by fixed team structures, tightly coupled coordination logic, and session-bound learning. We argue that this reflects a deeper absence: a principled organisational layer that governs how a workforce of agents is assembled, governed, and improved over time, decoupled from what individual agents know. To fill this gap, we introduce \emph{OneManCompany (OMC)}, a framework that elevates multi-agent systems to the organisational level. OMC encapsulates skills, tools, and runtime configurations into portable agent identities called \emph{Talents}, orchestrated through typed organisational interfaces that abstract over heterogeneous backends. A community-driven \emph{Talent Market} enables on-demand recruitment, allowing the organisation to close capability gaps and reconfigure itself dynamically during execution. Organisational decision-making is operationalised through an \emph{Explore-Execute-Review} ($\text{E}^2$R) tree search, which unifies planning, execution, and evaluation in a single hierarchical loop: tasks are decomposed top-down into accountable units and execution outcomes are aggregated bottom-up to drive systematic review and refinement. This loop provides formal guarantees on termination and deadlock freedom while mirroring the feedback mechanisms of human enterprises. Together, these contributions transform multi-agent systems from static, pre-configured pipelines into self-organising and self-improving AI organisations capable of adapting to open-ended tasks across diverse domains. Empirical evaluation on PRDBench shows that OMC achieves an $84.67\%$ success rate, surpassing the state of the art by $15.48$ percentage points, with cross-domain case studies further demonstrating its generality.

Collective artificial intelligence, where multiple agents work on shared tasks, holds potential to solve expansive problems in fields from medicine to collective governance. But while prescriptive engineering solutions abound, we lack descriptive scientific understanding of artificial collectives, and therefore principles for how to design resource efficient multi-agent systems. Through systematic experiments with optimizing agents, we characterize how agent interpretive abilities, rationality bounds, and task qualities interact to shape collective performance. Agents range from specialists, with narrow interpretive abilities, to generalists, with broad ones. Collectives of specialists correspond to sparse, centralized networks, while collectives of generalists correspond to dense, decentralized ones. We show that interpretive network properties have small performance effects on average (0.07 standard deviations of performance). However, for specific task qualities, these effects are 4.5 times larger (0.33 sd) and can reach much higher for certain task qualities (1.84 sd). This leads collectives of generalists to perform better on tasks that involve generating, choosing, and coordinating, while collectives of specialists with a few generalist mediators perform better on tasks that involve negotiating. Rationality bounds then moderate these relationships. At loose bounds, specialists outperform generalists through more effective sampling of high-dimensional decision spaces. At tight bounds, generalists outperform specialists through better gradient estimation. A fundamental trade-off between performance and convergence speed emerges at moderate bounds. These findings suggest that multi-agent design could benefit from matching interpretive networks to both task demands and agents' computational limits, with implications for the efficiency and energy costs of multi-agent systems.