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The healthcare sector is undergoing rapid, momentous change. The combination of ongoing technological development and far-reaching regulatory change means that no business model can survive without constant revision and rejuvenation. Hospitals, insurers, pharmaceutical companies, investors, start-ups and other organizations all need to compete in a uniquely complex and fast-evolving strategic space. To lead in healthcare, to launch something new, to create value for your stakeholders, you need a fundamental understanding of markets and organizations combined with deep insight into healthcare’s challenges.

Yale’s first-rate business curriculum and depth of knowledge in the sector provide a foundation for your aspirations. You’ll also draw on the full power of Yale University and our network of business graduates in the field, as you gain the elevated perspective to see the big picture that enables you to be a leader.

"The combination of the rigorous Yale MBA and in-depth study of healthcare leadership has been a winning formula for our graduates over the past years as evidenced by the impact they are having across the sector.”

Howard P. Forman, Faculty Director, Healthcare, & Professor of Diagnostic Radiology, Economics, and Management



Alongside the integrated core curriculum, in your first year, you will increase your grasp of big ideas and trends in healthcare by participating in the Colloquium on Healthcare Leadership, a series of candid talks with leaders of hospitals, CEOs of medical device and drug companies, policymakers, and other people shaping the field. In addition, you will build your network and benefit from the perspectives and experiences of classmates from all facets of the industry.

In the second year, you deepen your expertise. You take a slate of advanced business and management courses, and a series of deep explorations of topics in healthcare. These courses are taught by experts from the School of Management and other parts of the university, including the School of Medicine and the School of Public Health. A capstone course structured around major challenges in healthcare will deepen your learning and link back to the essential business skills taught in the core. 


Healthcare Courses

  • Advanced Topics in Healthcare Economics

    This course will provide an introduction to the economics of healthcare markets with a focus on understanding what is inefficient, what reforms and innovations might make things better and how strategic interactions among firms impact profits, health outcomes, and social welfare. Topics covered will include: measuring the value of health and medical care; the efficiency of US healthcare relative to other countries with different modes of delivery; the role of health insurance and competition among insurers; assessing healthcare delivery facilities such as hospitals, nursing homes and retail clinics; the healthcare workforce and physician behavior; the market for medical devices; lessons from behavioral economics about the role of imperfectly informed consumers; and the impact of the Affordable Care Act on health care in the US.

  • Global Health

    The course will largely focus on health in low- and middle-income countries and what can be done to improve health status, especially for the poor, as rapidly as possible, and at least cost. However, the course will also include a comparative look at the approaches of a number of health systems, across country income groups.

  • Healthcare Operations

    The healthcare delivery system is made up of many organizations from large hospitals to small private practices. The operations of these organizations are complex as they involve many highly trained professionals with a wide range of specializations, sophisticated and expensive technology and customers (patients) with diverse needs all in an environment that is increasingly cost sensitive. At the same time quality is multidimensional and hard to measure.  In this course we study the concepts and tools that can increase the efficiency and quality of healthcare delivery processes. We will explore questions of capacity planning, scheduling and process design in healthcare. We will use quantitative analysis tools such as optimization with Excel solver, Monte Carlo simulation, and Queuing analysis.  An important part of the course is a project described in syllabus on canvas.

  • Healthcare Policy, Finance and Economic

    Survey course that looks at demand side and supply side factors that influence the delivery of healthcare and health in the US. The course, inherently, challenges the student to consider  the appropriate role of government in the US healthcare delivery system.

  • Managing & Innovating in Healthcare Organizations

    This course is designed to complement the core management curriculum and to explore the application of key concepts of general management to health care delivery organizations. The course will cover four topics of concern to these organizations and their leaders: managing healthcare delivery-models of today and tomorrow; improving organizational performance; innovating in healthcare; and leading organizational transformation. The course will examine these topics using case studies, readings, class discussions and exercises. At the course's completion, participants will be exposed to analytic frameworks, concepts, tools, and skills necessary for diagnosing and addressing healthcare management problems.

  • Managing Social Enterprises

    This course is adopted for the EMBA from the SOM elective MGMT 621: Managing Social Enterprises.  Over the six weeks we will examine key issues related to managing social enterprise organizations through a set of academic readings, case studies, and guest lectures.  The six units are organized as follows, 1) Strategy and Social Enterprise-Integrating the Industry Analysis and Stakeholder Analysis frameworks for decision making, 2) Organizational Design and the Question of Legal Form-Examining the strengths and weaknesses of the nonprofit, for profit and new hybrid organizational forms for social business ventures,  3) Tools for Evaluation-Working with logic models and social outcome metrics, 4) Impact Assessment: Calculating and Communicating the SROI, 5) Financing the Social Venture over the Organizational Life Cycle, 6) Competition, Scale and Exit (managing your enterprise for maximum system change).   Assignments are designed to build skills in: strategic management with a double or triple bottom line, organizational design (choosing the right organizational legal form), calculating a SROI (social return on investment), scaling a social innovation/ product, and protecting the social mission through exits.

  • Sustainable Innovation in Healthcare Capstone

    Explores the practical issues of managing ongoing improvements in the healthcare industry through the lens of analyzing how executives meet the need for the continuous advancements in quality, technology and efficiency in the development, marketing and sales of pharmaceutical products, health technology and patient service delivery.  Teaches students critical skills in managerial decision making while taking into consideration important stakeholder needs such as competition, cost containment and innovation.  The course combines didactic lectures, seminar-style discussions and executive guest speakers.  Students are expected to actively participate in classroom discussions, prepare for each class through assigned case reading, and group write ups of questions in advance, some of which will be selected for oral presentation and further discussion.

This list represents current and planned program content. Exact course lineup and/or titles may change.