If you're fortunate enough to hit product market fit without too much struggle ... and then can scale it as a regular company - good on you.
But I suggest in the early years, it's really not like that for most founders as they pivot and strife.
In the scale years, I suggest it probably could be more like that for most company employees and leadership. And FYI I think most companies are like this i.e. more or less 9-to-5, even very well known corps.
I also think this might have very much to do with the nature of the technology and the inherent competitiveness/barriers in the category: in companies wherein there's a significant number of talented individuals needed to focus - crunching happens.
For example: Pixar films. Apparently people work pretty long and hard to make production work. It involves a lot of specific talent, working together with ambiguous timelines and schedules, last minute creative changes.
Spotify seems to be the kind of company perhaps wherein the work can be spread out fairly efficiently thereby enabling not only 9-5 hours, but perhaps more importantly: no need for A+ Valley Top Talent. I know Ottawa very well and there isn't remotely enough raw, high end A+ talent and specialisation of skills to make something like the iPhone.
Spotify can be built with a large number of 'smart people' (which Ottawa has aplenty), but I'm doubtful there will ever be an iPhone or 'Toy Story' come out of Ottawa either (though I would desperately like to be wrong).