Agentic Workflow

2 posts

netflix4 min readCurated summary

A Human-Augmenting Agentic Workflow for Causal Inference

The post presents a human-augmenting agentic workflow for observational causal inference (OCI), designed to automate repetitive analysis while preserving expert oversight. It combines an actor agent that executes analyses with a critic agent that evaluates assumptions, diagnostics, and credibility. The authors argue that transparent artifacts and process audits are essential because observational analyses rarely have definitive ground truth. ## Why Causal Inference Requires Oversight - Data agents can quickly query data and run regressions, but may overlook confounding, selection bias, or differences between average users and specific subgroups. - OCI requires substantial domain judgment, particularly when estimating effects from observational data under an unconfoundedness assumption. - Automation is best used to reduce repetitive work—such as repeated balance checks, sensitivity analyses, and tracking iterations—so practitioners can focus on framing questions and scrutinizing assumptions. ## Target Trial Emulation and Design Diagnostics Netflix’s OCI toolkit frames each analysis around the ideal randomized controlled trial that would answer the question. - This “target trial” clarifies the treatment, outcome, population, timing, and assumptions required for a credible estimate. - The workflow evaluates: - **Covariate balance:** weighted standardized mean differences should generally be below 0.2. - **Overlap:** propensity scores should remain between 0.1 and 0.9. - **Placebo outcomes:** treatment should not appear to affect variables measured before treatment. - **Sensitivity to hidden confounding:** estimated effects should be assessed against hypothetical omitted variables. - These diagnostics help identify whether treated and untreated groups are sufficiently comparable. ## Human-Augmenting Agent Design The workflow uses three personas: - **Principal:** The human data scientist who defines the research question, context, threats to validity, tools, and data. - **Actor:** The software agent that turns the plan into an analysis specification, executes the analysis, runs diagnostics, and produces reproducible artifacts. - **Critic:** The software agent that reviews the plan and results, identifies omissions, assesses credibility, and recommends improvements. The actor and critic operate in an iterative loop. Actors must use only approved tools, create human- and machine-checkable outputs, and report how they address failed diagnostics. Critics check for missing confounders, inconsistencies between the plan and execution, differences between the estimated estimand and the ATE, and gaps relative to the ideal randomized trial. ## Transparent Evaluation Through Artifacts Because observational data generally lacks ground truth, evaluating an agent solely by comparing its answer to a known result is insufficient. - Agents produce plans, specifications, plots, reports, and executed notebooks. - Reports are version-controlled and notebooks are stored so principals can download and re-run them. - Human reviewers can inspect every analytical step rather than trusting only the final estimate. - The workflow also supports conventional evaluations using simulated datasets, while emphasizing process audits for real-world analyses. ## Empowering Practitioners The system provides a templated notebook built on Netflix’s vetted, non-agentic OCI toolkit. - The toolkit uses doubly robust learning for causal effect estimation. - Humans remain responsible for writing the initial analysis plan and reviewing the executed notebook and critic’s report. - The design is intended to extend beyond unconfoundedness-based OCI to methods with different assumptions, such as panel methods requiring parallel trends. ## Case Study: New Entertainment Types Netflix applies the workflow to questions about whether newer entertainment offerings affect member satisfaction and subscription retention. - The case study focuses on an entertainment category referred to as **Type X**. - The broader goal is to estimate effects that could inform business strategy and understanding of member behavior. - The workflow is positioned as a way to combine automated analysis with human judgment in this setting. The recommended approach is not to let an agent make an unaudited causal claim. Instead, practitioners should use agents to execute standardized analyses and diagnostics, then inspect reproducible artifacts and critically assess the assumptions behind the result.

Read original(opens in new tab)
toss4 min readCurated summary

How the Toss Team Faces the AI Wave: AI Surf Day

Toss created **AI Surf Day**, a dedicated weekly time for employees to experiment with AI, share lessons, and redesign their workflows. Running on Fridays from April through June, the initiative aims to reduce the AI gap across technical and nontechnical roles by making experimentation collaborative and accessible. Its broader conclusion is that successful AI transformation depends less on formal programs than on culture, time, and people who actively share what they learn. ## AI Surf Day’s Purpose - Employees focus on their core work Monday through Thursday and reserve Friday for AI experimentation and practical application. - The program addresses anxiety and knowledge gaps, especially among nondevelopers who may struggle to identify useful AI information or find time to learn it. - Its concept comes from Jon Kabat-Zinn’s phrase: “You can’t stop the waves, but you can learn to surf.” - The goal is to help Toss become a company that works with AI as a foundation, not merely a workplace where individuals use AI tools. ## AI Surf Club - Employees can create or join informal groups focused on AI topics; roughly 200 clubs were formed at launch. - An **AI Antipattern Study** focused on failures and mistakes, turning participants’ experiences into a practical guide for avoiding common problems. - An **LLM Wiki** group explored how to organize scattered organizational knowledge across data engineering, machine learning, and business teams. - A beginner-focused “Step 0” group helped employees overcome basic technical barriers, such as installing agent tools and asking questions they felt were too fundamental. - A customer-protection team built an external-complaint monitoring portal in one month, along with automation for complaint-response drafts and classification. - A marketing team divided AI work into roles such as: - **Builder:** creates AI-powered tools and workflows - **Curator:** collects useful examples and resources - **Operator:** applies AI to repetitive work - **Scouter:** identifies new opportunities - The clubs emphasized reusable outputs and shared confidence, rather than isolated individual experimentation. ## AI Surf Weekly - Weekly sessions share successful internal AI applications, lessons learned, and current industry insights. - Toss connected employees with similar needs across different departments, enabling them to solve problems quickly by learning from existing internal examples. - Rather than prescribing specific tools, the program presents ideas and use cases that encourage employees to adapt solutions to their own work. - Examples included connecting a sales employee with an HR colleague who had built a similar tool, and pairing a marketer with a designer experienced in AI-powered automation. ## AI Surf Evangelists - Toss selected 142 employees across its affiliated companies and teams to promote AI adoption in their own organizations. - Evangelists were chosen through peer nominations, recognizing people who already shared useful discoveries and helped colleagues overcome AI-related obstacles. - Their responsibilities over three months include: - Reporting effective AI use cases - Sharing useful insights with colleagues - Hosting at least one meetup or workshop - Toss’s Culture team provides workshop templates and facilitation support. - Many teams have conducted workshops around redesigning their existing workflows with AI. - The program treats AI adoption as a team-level workflow redesign challenge, rather than simply measuring individual proficiency with AI tools. ## OpenAI Collaboration and Mini-Hackathon - Toss held a special AI Surf Day with OpenAI on May 15. - Hands-on sessions covered: - Codex-based development workflows for developers - ChatGPT Agent-based automation for nondevelopers - A 2.5-hour hackathon produced two notable projects: - An iOS workflow where Codex implements features, operates the simulator, tests the result, iterates on problems, and produces verification footage. - An agent that classifies thousands of daily Toss Place product records, sends reviewers links, and supports approval or rejection through an admin interface. - These projects demonstrated how AI can become a reusable agentic workflow rather than a one-time assistant. ## Culture Over Programs - Toss does not claim to have a fixed answer for managing AI’s rapid evolution. - The lasting value of AI Surf Day is the protected time for learning and experimentation, along with a culture where employees openly share results and failures. - Successful examples spread naturally across teams, while evangelist-led workshops translate experimentation into concrete changes in how work is performed. Organizations pursuing AI transformation can take a similar approach: create dedicated experimentation time, encourage peer-led learning, recognize existing champions, and focus on reusable workflow improvements rather than tool adoption alone.

Read original(opens in new tab)