Insead File:Back in the 1980s, Mark McCormack, founder of the sports marketing industry, wrote a book called What They Don't Teach You at Business School. McCormack famously never studied for an MBA, but his book was a bestseller nonetheless, becoming required reading for managers in the late 1980s.

However, 25 years on, the book is in need of updating. As a current MBA student, I would like to volunteer my services, and suggest a working title for a revised version - What They Don't Teach You at Business School - But You Learn Anyway - a handbook for today's MBA.

Chapter one will clearly explain the options open to MBAs on graduation, which are never fully explained until the course begins - namely, become an expert in PowerPoint and a management consultant or an expert in Excel and a banker.

If that doesn't frighten potential readers, in chapter two I'll focus on the important lessons we're learning here in business school, ie those not on the curriculum. First and foremost among the skills is time management or, as business school students call it, "juggling".

Time management, delegation, co-ordination and concentration are talents you don't realise you're developing, until you find yourself scheduling - and completing - five different projects in a day.

In chapter three, I'll discuss a concept that I had never encountered before the MBA, the concept of "intra-preneurialism".

We know that an entrepreneur is someone who creates a new business by launching a new service or product, but an intrapreneur is someone who sets out to be equally creative, but within a corporation.

Flicking ahead to chapter four, we find perhaps the most surprising lesson students learn in business school today, partly through the curriculum, but mainly through interaction with their classmates. MBA students, two decades after Mark McCormack's book, are unexpectedly learning to develop a social conscience.

Maybe it's the French influence, but INSEAD students aren't single-mindedly focused on profits and p/e ratios, since we're being continuously introduced to organisations such as the Global Fund, which fights to combat the spread of disease in the developing world, and Ashoka, which sponsors social entrepreneurs.

Moving along, in chapter five we come to the topic of developing a network, which again isn't an examined subject, but remains one of the most important lessons of the MBA.

Developing a network may sound clichéd and dated - it's certainly covered in McCormack's original book - but it doesn't take long for students to realise the importance of the lesson.

My revised version of What They Don't Teach at Business School will end with some of the more interesting and unofficial methods being discussed - if not necessarily advocated - by professors. Take, for example, the coin-toss method of project evaluation. If, after rigorous analysis, you still can't decide between A and B, apparently you should toss a coin in the air, then listen for the inner voice that says "I hope it's heads" before the coin hits the ground. In other words there's no substitute for a manager's gut instinct.