They also tend to be longer than five minutes in terms of herding people to them etc.
If anything, by being at a fixed time, either at the start, or the end of a team’s day, it’s far easier to prevent a standup from disrupting deep work than a Slack message would be.
A slack message won't disrupt my deep work because I'll have notifications turned off, unless it's extremely urgent in which case it would be too urgent to leave until a standup anyway.
I have never been on a team of any more than 3 people where the standups have been as short as 5 minutes.
Some standups go off track, and if you count everything you are looking at close to a third of a morning per week or so.
They are useful for knowledge spreading and understanding what everyone is working on - we switch projects quite regularly so it’s quite nice to have a birds eye view of where each project is.
Next time you have a standup, look at the clock once you get up to the standup, or that you stop working normally and start looking around to see when people are leaving to the meeting. And then look at the clock when you are back at your seat working again.
People start getting ready to the standup 5 to 10 minutes before, chatting while waiting, etc. Count the time that you have stopped working normally, where you can't do any large task because you know there is a meeting in 10 minutes.
Don't just count the time literally from the moment a person starts giving their status to when the last person finishes, as the real overhead of the meeting is not that.
I guarantee you if you do that systematically and count the complete overhead and not just the literal overhead, that at best it will be typically 15 minutes and for longer sessions half an hour.
As for going off track, you will need to learn to tell people (including yourself) to take a time out and discuss matters after the standup. If anyone says more than a sentence or two, and if there is more than a single counterquestion and a short answer, then that should be taken after the meeting.