That's why it's an actual skill to translate needs to implementation. It's not one most managers have either, is why when the managers just give you implementation it does not work.

The skill includes working with the stakeholders to develop actionable needs (not just "make our business more efficient"; the obvious place to go from there is, okay, what do we know about where the greatest bottlenecks/inefficiencies are now, if we don't know enough what can we do to learn?).

Also you don't just take needs and come back with a finished feature, you iterate with feedback from the stakeholders. The first iteration might just be a textual description of the feature, to make sure it makes sense to the manager/stakeholder.

It's a skill, and it involves building trust.

But translating needs to features that will succesfully meet those needs is not a skill most managers/stakeholders have either, is exactly why it doesn't work to just get detailed micro-managed implementation directions from managers/stakeholders. (Or customers!).