The purpose of the study is to investigate the role of employee communication in strategy implementation in the case of ethio telecom. The study is of key importance to ethio telecom and other firms in terms of determining the effect of employee communication in strategic plan implementation. Cross-sectional survey design was used to quantitatively analyze the relationship between the study variables of employee communication and strategy implementation. The primary data was collocated through self-administered structured questioner. Population of the study has encompassed ethio telecom staffs working in corporate offices. The population size was 6392 employees, working under 22 divisions. Using Yamaneâ€™s (1967) sample size calculation method with 95% confidence level and P = .5, the study sample was 376 employees. The allocation of the sample size was done in proportion to the number of employees and their job level (staff, supervisor, director, chief officer) in each division. Accordingly, the study used stratified random sampling technique, in order to accommodate the views of employees in different job positions across all divisions. The data collected from a self-designed structured questionnaire was summarized and analyzed using descriptive statistical tools like frequency distribution, mean and standard deviations were used to describe the general information about the respondentsâ€™ demographic information and further explain the type of communication and the influential form of communication used in the implementation of a strategic plan. Pearson correlation and regression analysis were employed to test the correlation and cause and effect relationships of the independent variable (employee communication) with the dependent variable i.e., strategy implementation. The findings of the study showed that employee communication had positive and statistically significant role on strategy implementation and the vertical (Upward and Downward) communication flow was widely used for communicating strategy implementation information. The study also found out that the influential type of communication for strategy implementation was the formal communication along the organizational hierarchy via e-mail (written) followed by meeting sessions. The study recommended the further use of diagonal and horizontal flow of information to enhance easier flow of strategy implementation information and to circumvent the vertical hierarchy and expedite action. The use of informal communication with managementâ€™s knowledge and support needs to be encouraged for the communication of strategy implementation information.