Although the authors of the focal article (Pulakos, Mueller Hanson, Arad, & Moye, 2015) have provided some well-grounded guidelines on how to fix the performance management (PM) dilemma companies are facing today, in this commentary, I seek to extend their thesis to include innovating the process by leveraging new social technologies that have the opportunity to truly change the social dynamics of the entire process. Furthermore, it is critical to also consider how well the PM process is aligned with the company's formal and informal work structures. Traditional work structures were hierarchical, with employees reporting to one manager and having responsibility primarily for their own work product. Today's contemporary work structures often rely on teamwork and/or matrixed work structures in which an employee has two managers.