The accelerating complexity of organizational operations, coupled with increasing regulatory, competitive, and technological pressures, has intensified scholarly and practical interest in hyperautomation as a comprehensive paradigm for enterprise transformation. Hyperautomation extends beyond traditional automation by integrating advanced digital technologies such as robotic process automation, process mining, artificial intelligence, and, more recently, generative artificial intelligence into cohesive, adaptive systems capable of continuous learning and optimization. Financial workflows, characterized by high transaction volumes, strict compliance requirements, and deep interdependencies across organizational units, represent a critical domain in which hyperautomation promises transformative value. This study develops a theoretically grounded and empirically informed analysis of hyperautomation in financial workflows, emphasizing the role of generative artificial intelligence and process mining as foundational enablers of intelligent orchestration and decision support. Drawing strictly on established scholarly literature, including contemporary research on artificial intelligence in decision-making, business process management, robotic process automation, organizational culture, and family enterprise governance, the article constructs an integrative conceptual framework that situates hyperautomation within broader organizational, technological, and human contexts. Particular attention is devoted to the socio-technical dynamics that shape adoption outcomes, including cultural embeddedness, trust in explainable artificial intelligence, human–machine collaboration, and ethical considerations surrounding data governance and privacy. Through an extensive descriptive and interpretive analysis, the study elucidates how generative artificial intelligence enhances hyperautomation by enabling semantic understanding, adaptive reasoning, and context-aware process optimization in financial domains. The findings suggest that hyperautomation should be understood not merely as a technological upgrade but as an evolving organizational capability that reshapes governance structures, professional roles, and strategic decision-making. The article contributes to academic discourse by bridging fragmented research streams and by articulating a comprehensive agenda for future research on intelligent automation in finance, with implications for both large enterprises and family-owned firms operating in increasingly digitalized environments.