You think I'm referring to the "integration", but I'm actually referring to business processes & strategic decisions mainly.

"Integration" is mostly complete from the passenger POV (except for that pesky pilot/FA, etc. thing). SHARES still stinks of course, but at least things are directionally better (miles posting, TODs maybe dropping off, call times down, etc.). That doesn't make the airline special - it's a price of entry for continuing to do business.

However, I do think it is "business as usual" when it comes to their business practices - elite levels have been compressed, they're doing their best to dismantle 1K, "loyalty" is valued much less than before, they'll do everything to sell the smallest benefits, etc. That's why many of us laugh at the huge dissonance of $misek et. al saying "we're focusing on business travelers" when most words and actions go contrary to that.

The merger isn't a "failure" - they've merged, mostly successfully. My point remains (as does the poster I was replying to and agreeing with) that they could have truly made it a leading global airline, but their strategy instead appears to make it just a really big one. I think many of us wanted to fly PMUA; we're more now resigned to flying COdbaUA (or slowly/quickly moving away from it).