This document presents the case studies from a multi-phase study of the impact of Australia's Frontline Management Initiative (FMI), which provides a framework for competency-based development of frontline managers in Australian enterprises. Nineteen organizational case studies and one individual case study of the FMI's impacts are included. The case study organizations were distributed across five Australian states and represent the following sectors: transport and storage, community service; communication services; education services; public service; health services; transport services; power services; primary services; retail trade; manufacturing; mining; finance and insurance; and wholesale and mining. Each case study begins with an overview of the enterprise's context and motivation for getting involved with the FMI. The differences in manager, organizational, and business performance since the enterprise became involved with the FMI are identified, and the FMI's impact at the enterprise is assessed. Next, the degree of strategic intent and major influences exerted by the FMI are detailed. Each case study also discusses things the enterprises would like to have done differently and things they would like changed. Finally, the key characteristics of each set of FMI practices are recapped and discussed in terms of what they indicate about the initiative. An explanation of the case study selection process is appended. (MN)