The idea
A requirement explains what someone needs to accomplish, not just what a screen should look like. Ask who makes the decision, what action follows it and what evidence is missing. Separate the current process from the proposed improvement. Record assumptions so they can be checked rather than silently becoming facts.
Worked example
A shop manager asks for a sales dashboard. The underlying decision is which products to reorder on Friday. A useful brief names the manager, the weekly reorder decision, sales and stock as inputs, and unavailable stock records as a constraint. Picking chart colours comes later.
Try it
Choose a fictional shop. Write four sentences describing the decision-maker, the decision, the missing evidence and one constraint. Ask a second person whether they can identify the action that follows the report.