In this paper, we use concepts from the Actor- Network theory (ANT) to interpret the sequence of events that led to BPR failure at TELECO, a large telecommunications company in the US. Through our intensive examination of the BPR initiative at TELECO, we find that a number of factors suggested by the ANT perspective such as errors in problematization, parallel translation, betrayal, and irreversible inscription of interests (that later became irrelevant) contributed significantly to the failure. The larger implication of our study is that, for sociotechnical phenomena with significant political component (such as most BPR initiatives), ANT can provide a complementary set of concepts that allow for a richer understanding of complexities involved, and thereby help management make better diagnosis and interventions.