Medical technology and digital health sit at the intersection of healthcare, engineering, software, data science, regulation, reimbursement, clinical workflow, and business strategy. Unlike conventional consumer technologies, healthcare innovations must often demonstrate safety, effectiveness, usability, clinical value, operational fit, economic viability, and regulatory compliance before they can achieve meaningful adoption. A technically impressive product can still fail commercially if physicians will not use it, hospitals cannot integrate it, patients abandon it, payers will not reimburse it, or the organization cannot demonstrate sufficient value to justify purchasing or implementation.
MedTech & Digital Health is an advanced Junior MBA course designed to develop practical strategic and managerial judgment across medical devices, diagnostics, software-enabled healthcare, remote monitoring, digital therapeutics, artificial intelligence, connected devices, clinical platforms, and technology-enabled models of care. Rather than repeating introductory material about healthcare technology or innovation, the course focuses on how executives evaluate, finance, develop, commercialize, scale, and govern healthcare technologies in complex clinical environments.
Students will examine the entire commercial lifecycle—from identifying a clinically meaningful problem and defining the intended user through product development, regulatory strategy, evidence generation, reimbursement, health-system procurement, clinical adoption, manufacturing, cybersecurity, data governance, market access, commercialization, and post-market management. The course places particular emphasis on the fact that the user, buyer, payer, and beneficiary of a healthcare technology may be different people or organizations, creating a much more complex value proposition than in most consumer markets.
The digital-health portion of the course goes beyond apps and telemedicine. Students examine software as a medical product, artificial intelligence-enabled clinical tools, connected care, remote patient monitoring, interoperability, digital biomarkers, virtual care, platform models, data-driven diagnostics, patient engagement technologies, and emerging healthcare delivery models.
The central executive questions throughout the course are: What clinical problem are we solving? Who benefits? Who uses the technology? Who pays for it? What evidence is required? How does it fit into clinical workflow? What regulatory pathway applies? Can the health system implement it? Does it improve outcomes or economics sufficiently to justify adoption? And can the organization scale safely without losing clinical credibility or operational control?
Course Objectives
By the end of this course, students will be able to:
• Evaluate medical technology and digital-health opportunities using clinical, regulatory, financial, operational, and strategic criteria.
• Distinguish among major categories of medical devices, diagnostics, software-enabled products, connected technologies, and digital-health business models.
• Assess unmet clinical needs before committing resources to product development.
• Understand how intended use and product claims influence regulatory strategy.
• Evaluate evidence requirements throughout the product-development lifecycle.
• Analyze clinical workflow and user adoption as strategic commercialization variables.
• Understand reimbursement and market-access considerations affecting MedTech and digital-health adoption.
• Evaluate health-system purchasing and technology-assessment processes.
• Develop business models that align users, buyers, payers, and beneficiaries.
• Assess digital-health product-market fit in clinical environments.
• Understand software as a medical product from a managerial perspective.
• Evaluate AI-enabled health technologies using clinical, operational, and governance frameworks.
• Assess cybersecurity, privacy, interoperability, and data-governance requirements.
• Understand connected-device and remote-monitoring business models.
• Evaluate MedTech manufacturing, quality, and supply-chain requirements.
• Develop commercialization strategies for hospitals, physicians, payers, consumers, and other healthcare stakeholders.
• Analyze partnerships with health systems, pharmaceutical companies, insurers, and technology firms.
• Evaluate venture financing, strategic investment, licensing, and acquisition opportunities.
• Manage post-market performance, product improvement, safety, and lifecycle strategy.
• Apply portfolio thinking to long-term MedTech and digital-health strategy.
