Products, systems, software, and processes are ways of how to deliver, satisfy, or meet business requirements.
The emphasis in a BRD is on process or activity of accurately accessing planning and development of the requirements, rather than on how to achieve it; this is usually delegated to a Systems Requirements Specification or Document (SRS or SRD), or other variation such as a Functional Specification Document.
Prototyping with early stage testing can assess the completeness and accuracy of captured business requirements.
Because prototypes are fairly concrete, stakeholders who try out the prototype can give more meaningful feedback regarding some aspects of what the developer is creating, which is the developer's interpretation of a way to satisfy business requirements, not the business requirements.
Moreover, in order to create a prototype early and quickly, the graphical user interface (GUI) is emphasized and the "guts" are shortcut.
Development practices commonly keep revising the product/system/software until they eventually "back into" a solution that seems to do what is needed, i.e., apparently addresses a business requirement.
In fact, commonly misused, templates often negatively impact requirement research, since they tend to promote superficiality and mainly mechanical definition without meaningful analysis.
These sorts of situations often end in a consensus with maximum features for a reasonable, profitable cost of production and distribution.
To address these challenges, early stage stakeholder buy-in is achieved through demonstration of prototypes and joint working.
Stakeholder workshops are common, either as facilitated sessions or simple huddled discussions, to aid in achieving consensus, especially for sensitive business requirements and where there is potential conflict of interest.
There are often standardized processes and products, which with some tweaking or customization, can serve to address the business requirements.
The target business system is frequently constrained by a specific technology choice, budget, or available products already deployed.
In fact, when creating a template for use in a cross-functional requirement gathering exercise, different roles with complementary knowledge may find it difficult to work within a common format.
Addressing various nuances, and arriving at a best fit, remains the single biggest challenge to effective requirements.