Change management represents a challenge in most organizations, especially when implementing fundamental tools for transitioning to an Industry 5.0 context, such as a newer and more modern enterprise resource planning (ERP). The current paper documents and investigates the change management while implementing an ERP in a plant for industrializing food in Brazil. This approach was phenomenological and focused on the users’ perspective, applying a questionnaire after the training and implementation of an ERP. The findings suggest users declared that they were ready to put energy into this change. However, at the same time, they also stated that they see no need to change. This raises doubts about how this change was implemented. The energy and desire might be there for the change, but it needs to be directed to the necessary targets through adequate guidance. Practical orientations for applications in similar contexts and further research directions are pointed out