Abstract: The article examines the peculiarities of analysing the business model of a medical institution with due regard to the specifics of doing business in the healthcare sector. The results of the study are aimed at improving approaches to analysing the business model of a medical institution, which is important for making strategic management decisions. It is determined that for the effective functioning of a medical institution, it is necessary to take into account both the internal structural features of the business model and interaction with stakeholders within the value chain. It is substantiated that the key object of business model analysis is value, and the main subject is not the focal medical institution, but an extended range of entities involved in the entire value chain. The definition of the business model of a medical institution as an object of analysis is based on the results of a scientific synthesis of the views of the most cited researchers presented in the scientific work of O. Gassmann, K. Frankenberger and R. Sauer ‘Exploring the field of business model innovation’. Based on the results of the critical analysis of this study, a system of organically related concepts ‘Value — Innovation — Resources/Processes — Results’ is proposed, which define a template (construction) for analysing the business model of a medical institution. It is proved that the specifics of the activities of medical institutions actualise an ambidextrous approach to the analysis of the business model, the essence of which is to balance economic benefits and social consequences. It is determined that ensuring the organisational ambidexterity of a medical institution is based on innovations, which determines the nature of the interrelationships of all business model concepts. It is substantiated that innovations in resources and their configuration are the basis for creating sustainable competitive advantages, and value innovations determine the nature of interaction and the results of its recognition, which directly affects the models of distribution and appropriation of income. The presented system of concepts and structural elements is a general construction for practical analysis of a business model, and the approach to its formation is mechanistic, since it does not reveal the phenomenological essence of the concept. In order to use the developed business model structure (template) as an effective management tool in the future, it is necessary to describe the functionality of the structural components and outline the range of issues and tasks that can be solved on the basis of various combinations of them. The proposed concepts can serve as a basis for further research aimed at assessing the effectiveness of business models in the healthcare sector, their adaptation to new technological challenges and the development of practical recommendations for their transformation.