AI is no longer a pilot program at Williams. Companywide, more than 90% of employees are using Microsoft Copilot and other approved AI tools to reduce routine work, support better decisions and spend more time on higher-value priorities.  

For an energy infrastructure company where speed, reliability and execution matter, Williams is focusing on practical, governed use of AI that fits into existing workflows, helping employees move faster without shifting accountability away from the people closest to the work.  

Williams is also investing in the workforce of the future, building an agile workforce by developing continuous learners who can adapt as new technologies emerge. Employees are encouraged to experiment with AI and apply it to real work, recognizing that technology alone doesn’t define the problems that need solving.  

“At Williams, we’re applying AI to help employees be more efficient, make better decisions and remove friction from everyday processes, freeing up time to focus on higher-value work,” said Naveen Pandrangi, vice president and chief transformation and information officer.  

Our employees are using AI to take on big challenges and keep Williams competitive in connecting now to next.

Naveen Pandrangi, vice president and chief transformation and information officer.  

From tools to transformation: embedding AI into how work gets done  

Scaling these gains depends on more than technology. 

“Culture determines whether AI scales,” said Debbie Pickle, senior vice president and chief human resources officer. “It can’t be a side project; it has to be embedded in how work gets done every day.”  

What this means: Cutting cycle time from days to hours, freeing teams to focus on safety, judgment-heavy decisions and the next set of priorities, while keeping people accountable for outcomes.