An anti-pattern when you Scale Up the Scrum Team

Last week, I had a long discussion with my friends about how to scale up the Scrum team from the startup product. That was an interesting topic and we had many things to discuss. Some of my friends raised some interesting questions. I think they are common situation happen nowadays:
 
- Can we have over 9 people in Development Team? Do I need to separate them to 2 Scrum teams?
 
- When we scale up the number of Scrum team, can we scale up the number of Product Owner as well? Then each of Product Owner will take responsibility on each part of the same product. 
 
To answer those questions, I would like to bring back the root cause or the original need: Why do you need to scale up the team?

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